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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Product Strategy Counter Metrics |  Decision Making DACI |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Low | Low | High |
Timedifferent | 90-180 min | 30-60 min | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-12 | 2-6 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Counter Metric List, Guardrail Definitions | DACI Matrix, Decision Owner, Decision Log | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | CadenceGovernanceExecution | MetricsMeasurementStrategyExperiments | DecisionRolesGovernanceAlignment | StrategyMetricsExecution |