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| Criterion |  Business Strategy Scenario Planning |  Business Strategy TOWS Matrix |  Product Strategy KPI Tree |  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. | 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 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 | Medium | Low |
Timedifferent | 0.5-2 Tage | 1-2 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-12 | 3-10 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | TOWS Matrix, Strategic Options, Priority Actions | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyUncertaintyPlanning | StrategyAnalysisOptions | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |