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| Criterion |  Business Strategy GAP Analysis |  Operations Ivy Lee Method |  Business Strategy Balanced Scorecard |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | 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 a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 5-10 min daily | Halber Tag bis mehrere Wochen | 10-20 min daily |
Participantsdifferent | 2-8 | 1 | 4-12 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Daily Priority List, Completion Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | StrategyAnalysisPlanning | PrioritizationProductivityExecution | StrategyMetricsExecution | PlanningTime managementProductivityOperations |