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| Criterion |  Business Strategy Scenario Planning |  Business Strategy TOWS Matrix |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 0.5-2 Tage | 1-2 h | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 4-12 | 3-10 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | TOWS Matrix, Strategic Options, Priority Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyUncertaintyPlanning | StrategyAnalysisOptions | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments |