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| Criterion |  Operations A3 Problem Solving |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |
|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | High | Medium |
Timedifferent | 45-90 min | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | 2-5 | 4-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List |
Tagsno overlap | LeanProblem solvingCoachingOperations | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement |
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