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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Scenario Planning |  Operations Eat the Frog |  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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | High | Low | Medium |
Timedifferent | 45-90 min | 0.5-2 Tage | 15-90 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 4-12 | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Scenario Set, Strategic Implications, Robust Options | Priority Task, Completion Note, Daily Focus | Action Lists, Project List, Review Routine |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyUncertaintyPlanning | PrioritizationProductivityFocusExecution | ProductivityPlanningTasksExecution |