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| Criterion |  Operations Getting Things Done |  Business Strategy Strategy Map |  Business Strategy Balanced Scorecard |  Operations Weekly Review |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h Setup, laufend | 2-4 h workshop plus review | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 1 | 4-10 | 4-12 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Action Lists, Project List, Review Routine | Strategy Map, Objective Set, Cause-Effect Hypotheses | Balanced Scorecard, Strategic Measures, Initiative Map | Updated Task System, Weekly Focus, Next Actions |
Tags1 shared | ProductivityPlanningTasksExecution | AlignmentExecutionGoalsCausality | StrategyMetricsExecution | ProductivityExecutionPlanning |