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| Criterion |  Product Discovery Working Backwards |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 2-6 | 4-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | VisionNarrativeAlignment | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |