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| Criterion |  Operations ALPEN Method |  Operations Getting Things Done |  Business Strategy GAP Analysis |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 10-20 min daily | 1-2 h Setup, laufend | 1-3 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1 | 1 | 2-8 | 4-12 |
Formatdifferent | Async | Async | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine | Gap Matrix, Action Plan, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution | StrategyAnalysisPlanning | StrategyMetricsExecution |