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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Theory of Change |  Product Strategy Counter Metrics |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 0.5-2 Tage | 2-6 h | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-12 | 4-12 | 2-6 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Theory of Change Map, Assumptions, Outcome Measures | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tags1 shared | StrategyUncertaintyPlanning | ImpactOutcomesSystems thinkingStrategy | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution |