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| Criterion |  Product Strategy RICE Scoring |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Salience Model |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 60-90 min | Halber Tag bis mehrere Wochen | 60-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 2-10 | 4-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | Balanced Scorecard, Strategic Measures, Initiative Map | Salience Diagram, Strategy per Class | KPI Tree, Owner List |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | StrategyMetricsExecution | StakeholdersFacilitationAlignmentGovernance | MetricsStrategyAlignmentMeasurement |