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| Criterion |  Knowledge Modeling PARA Method |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | 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 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 1 | 4-12 | 3-8 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | KnowledgeProductivityOrganization | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |