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| Criterion |  Decision Making Radar |  Business Strategy Ansoff Matrix |  Product Strategy Counter Metrics |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-2 h | 45-90 min | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-10 | 2-8 | 2-6 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Ansoff Matrix, Growth Options, Risk Notes | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | AssessmentPortfolioCapability | GrowthStrategyMarketPortfolio | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution |