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| Criterion |  Product Discovery Working Backwards |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 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 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 | High | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | Halber Tag bis mehrere Wochen | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | VisionNarrativeAlignment | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |