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| Criterion |  Business Strategy Scenario Planning |  Product Strategy Counter Metrics |  Business Strategy Balanced Scorecard |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 0.5-2 Tage | 30-60 min | Halber Tag bis mehrere Wochen | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 2-6 | 4-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyUncertaintyPlanning | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution | ProductivityPlanningTasksExecution |