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| Criterion |  Operations Getting Things Done |  Operations ALPEN Method |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 h Setup, laufend | 10-20 min daily | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1 | 1 | 3-8 | 4-12 |
Formatdifferent | Async | Async | Workshop + async | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Daily Plan, Time Estimates, Review Notes | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ProductivityPlanningTasksExecution | PlanningTime managementProductivityOperations | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution |