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| Criterion |  Product Strategy Impact Mapping |  Innovation Lean Startup |  Business Strategy Balanced Scorecard |  Operations Getting Things Done |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | Halber Tag bis mehrere Wochen | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Balanced Scorecard, Strategic Measures, Initiative Map | Action Lists, Project List, Review Routine |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | LeanStartupValidationMVP | StrategyMetricsExecution | ProductivityPlanningTasksExecution |