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| Criterion |  Business Strategy Strategy Map |  Business Strategy Ansoff Matrix |  Growth Flywheel |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | Growth often breaks down where a reinforcing mechanism builds up too much friction. A Flywheel shows the cycle of value, repetition, and reinforcement meant to sustain growth. | 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 | 2-4 h workshop plus review | 45-90 min | 60-120 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Ansoff Matrix, Growth Options, Risk Notes | Flywheel Map, Friction Points, Growth Levers, Experiment Backlog | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | AlignmentExecutionGoalsCausality | GrowthStrategyMarketPortfolio | GrowthRetentionConversion | StrategyMetricsExecution |