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| Criterion |  Business Strategy Balanced Scorecard |  Operations Gemba Walk |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | High | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 30-120 min | 60–90 min |
Participantsdifferent | 4-12 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Observation Notes, Improvement Ideas | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyMetricsExecution | LeanObservationProcessOperations | StakeholdersAlignmentFacilitationChange |
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