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| Criterion |  Product Strategy Impact Mapping |  Innovation Lean Startup |  Operations Weekly Review |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | 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. | 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 | Medium | Low | High |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 3-8 | 2-8 | 1 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Updated Task System, Weekly Focus, Next Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | LeanStartupValidationMVP | ProductivityExecutionPlanning | StrategyMetricsExecution |