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| Criterion |  Decision Making Radar |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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. | 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 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | Halber Tag bis mehrere Wochen | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 4-12 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments | GrowthStrategyMarketPortfolio |