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| Criterion |  Business Strategy Strategy Map |  Facilitation Expectation Mapping |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Expectation Map, Alignment Notes, Agreements | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | AlignmentExecutionGoalsCausality | AlignmentStakeholdersTeam | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |