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| Criterion |  Business Strategy Scenario Planning |  Product Discovery Opportunity Solution Tree |  Product Strategy KPI Tree |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-2 Tage | 1-2 h Setup, laufend | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | 4-12 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Opportunity Solution Tree, Experiment Backlog, Learning Log | KPI Tree, Owner List | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyUncertaintyPlanning | DiscoveryOutcomesExperimentsOpportunity | MetricsStrategyAlignmentMeasurement | OutcomesStrategyBehaviorPlanning |