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| Criterion |  Business Strategy Scenario Planning |  Product Strategy OKRs |  Product Strategy Impact Mapping |  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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | Medium | Medium |
Timedifferent | 0.5-2 Tage | 1-2 h Setup | 45-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-20 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | OKR set, Measurement plan, Review cadence | Impact Map, Outcome Hypotheses, Delivery Options | KPI Tree, Owner List |
Tagsno overlap | StrategyUncertaintyPlanning | GoalsAlignmentOutcomesMeasurement | OutcomesStrategyBehaviorPlanning | MetricsStrategyAlignmentMeasurement |