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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Balanced Scorecard |  Facilitation Power Interest Grid |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | Halber Tag bis mehrere Wochen | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Balanced Scorecard, Strategic Measures, Initiative Map | Power Interest Grid, Strategy per Stakeholder | KPI Tree, Owner List |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyMetricsExecution | StakeholdersFacilitationAlignmentPlanning | MetricsStrategyAlignmentMeasurement |