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| Criterion |  Systems Thinking Leverage Points |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |  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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | Low |
Timedifferent | Half day | 90-180 min initial, dann laufend | 60–90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | Counter Metric List, Guardrail Definitions |
Tagsno overlap | Systems thinkingChangeStrategy | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange | MetricsMeasurementStrategyExperiments |