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| Criterion |  Product Strategy Impact Mapping |  Operations Failure Mode and Effects Analysis |  Operations ABC Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | 2-6 h | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 3-10 | 1-5 | 1-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | FMEA Table, Risk Priority, Mitigation Actions | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | RiskQualityOperationsRoot cause | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |