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| Criterion |  Business Strategy Strategy Map |  Business Strategy Balanced Scorecard |  Decision Making Assumption Surfacing |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h workshop plus review | Halber Tag bis mehrere Wochen | 45-90 min | 1-2 h |
Participantsdifferent | 4-10 | 4-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentExecutionGoalsCausality | StrategyMetricsExecution | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation |