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| Criterion |  Business Strategy Balanced Scorecard |  Delivery Communication Plan |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 2-6 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Communication Plan, Channel Matrix, Message Cadence | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyMetricsExecution | CommunicationStakeholdersDeliveryPlanning | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |