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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Counter Metrics |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. | 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 | Low | High | Medium |
Timedifferent | 90-180 min | 30-60 min | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | 3-6 | 2-6 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement |