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| Criterion |  Business Strategy Strategy Map |  Product Strategy Counter Metrics |  Facilitation Alignment Mapping |  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. | 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. | 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. | 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 | 30-60 min | 1-2 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-6 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Counter Metric List, Guardrail Definitions | Alignment Map, Open Issues, Decision Questions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | AlignmentExecutionGoalsCausality | MetricsMeasurementStrategyExperiments | AlignmentStakeholdersStrategyFacilitation | StrategyMetricsExecution |