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| Criterion |  Business Strategy Strategy Map |  Facilitation Stakeholder Mapping |  Product Strategy Counter Metrics |  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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | 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 | Low | High |
Timedifferent | 2-4 h workshop plus review | 60–90 min | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Stakeholder Map, Engagement Plan, Risk Notes | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | AlignmentExecutionGoalsCausality | StakeholdersAlignmentFacilitationChange | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution |