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| Criterion |  Decision Making Pre-Mortem |  Product Strategy Counter Metrics |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20–45 min | 30-60 min | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | Small cross-functional group | 2-6 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List |
Tagsno overlap | RiskDecisionFailurePlanning | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement |