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| Criterion |  Product Strategy Impact Mapping |  Innovation Lean Startup |  Operations Weekly Review |  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. | 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. | 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 | Low | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 2-8 | 1 | 1 |
Formatdifferent | Workshop | Workshop + async | Async | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | LeanStartupValidationMVP | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |