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| Criterion |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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 | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 1 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning | ProductivityPlanningTasksExecution |