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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Theory of Change |  Product Strategy KPI Tree |  Product Strategy OKRs |
|---|---|---|---|---|
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 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 0.5-2 Tage | 2-6 h | 90-180 min initial, dann laufend | 1-2 h Setup |
Participantsdifferent | 4-12 | 4-12 | 3-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Theory of Change Map, Assumptions, Outcome Measures | KPI Tree, Owner List | OKR set, Measurement plan, Review cadence |
Tagsno overlap | StrategyUncertaintyPlanning | ImpactOutcomesSystems thinkingStrategy | MetricsStrategyAlignmentMeasurement | GoalsAlignmentOutcomesMeasurement |