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| Criterion |  Business Strategy Scenario Planning |  Product Discovery Opportunity Solution Tree |  Product Strategy Counter Metrics |  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 discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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. | 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 | Low | Medium |
Timedifferent | 0.5-2 Tage | 1-2 h Setup, laufend | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-6 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Opportunity Solution Tree, Experiment Backlog, Learning Log | Counter Metric List, Guardrail Definitions | KPI Tree, Owner List |
Tagsno overlap | StrategyUncertaintyPlanning | DiscoveryOutcomesExperimentsOpportunity | MetricsMeasurementStrategyExperiments | MetricsStrategyAlignmentMeasurement |