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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Product Strategy Counter Metrics |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Low | High |
Timedifferent | 1-3 h | Half day | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 3-12 | 2-6 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution |