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| Criterion |  Business Strategy Scenario Planning |  Business Strategy Balanced Scorecard |  Business Strategy GAP Analysis |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | High | High | Medium | Medium |
Timedifferent | 0.5-2 Tage | Halber Tag bis mehrere Wochen | 1-3 h | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Balanced Scorecard, Strategic Measures, Initiative Map | Gap Matrix, Action Plan, Risk Notes | KPI Tree, Owner List |
Tags1 shared | StrategyUncertaintyPlanning | StrategyMetricsExecution | StrategyAnalysisPlanning | MetricsStrategyAlignmentMeasurement |