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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Balanced Scorecard |  Operations Getting Things Done |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | High | High | Medium | Low |
Timedifferent | Half day | Halber Tag bis mehrere Wochen | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 1 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Balanced Scorecard, Strategic Measures, Initiative Map | Action Lists, Project List, Review Routine | Counter Metric List, Guardrail Definitions |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyMetricsExecution | ProductivityPlanningTasksExecution | MetricsMeasurementStrategyExperiments |