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| Criterion |  Business Strategy VMGS |  Business Strategy Strategy Map |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 2-4 h | 2-4 h workshop plus review | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 4-10 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | Strategy Map, Objective Set, Cause-Effect Hypotheses | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List |
Tagsno overlap | VisionGoalsStrategy | AlignmentExecutionGoalsCausality | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement |