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| Criterion |  Business Strategy Strategy Map |  Business Strategy Balanced Scorecard |  Facilitation Expectation 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 2-4 h workshop plus review | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 4-10 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Balanced Scorecard, Strategic Measures, Initiative Map | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | AlignmentExecutionGoalsCausality | StrategyMetricsExecution | AlignmentStakeholdersTeam |
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