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| Criterion |  Product Strategy KPI Tree |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 90-180 min initial, dann laufend | 2-4 h | Half day | 30-60 min |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | KPI Tree, Owner List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Counter Metric List, Guardrail Definitions |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | MetricsMeasurementStrategyExperiments |