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| Criterion |  Business Strategy Strategy Map |  Product Strategy KPI Tree |  Decision Making Force Field Analysis |
|---|---|---|---|
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 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | 4-10 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | KPI Tree, Owner List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AlignmentExecutionGoalsCausality | MetricsStrategyAlignmentMeasurement | ChangeDecisionStrategy |
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