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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy TOWS Matrix |  Operations Getting Things Done |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 h | 1-2 h Setup, laufend | 30-90 min |
Participantsdifferent | 4-12 | 3-10 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | TOWS Matrix, Strategic Options, Priority Actions | Action Lists, Project List, Review Routine | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyMetricsExecution | StrategyAnalysisOptions | ProductivityPlanningTasksExecution | ConstraintsDecisionPlanningOptions |