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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Decision Making DACI |  Product Strategy KPI Tree |  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. | 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. | 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. | 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 | Medium | High |
Timedifferent | 90-180 min | 30-60 min | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-12 | 2-10 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | DACI Matrix, Decision Owner, Decision Log | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | CadenceGovernanceExecution | DecisionRolesGovernanceAlignment | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution |