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| Criterion |  Operations Bottleneck Analysis |  Business Strategy Three Horizons |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | Halbtags-Workshop, dann iterativ | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | StrategyInnovationPortfolioForesight | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |