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| Criterion |  Business Strategy Balanced Scorecard |  Operations Change Analysis |  Operations Weekly Review |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 45-120 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 4-12 | 2-6 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Updated Task System, Weekly Focus, Next Actions | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | StrategyMetricsExecution | ChangeRoot causeTroubleshootingComparison | ProductivityExecutionPlanning | PrioritizationProductivityFocusExecution |