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| Criterion |  Product Strategy Impact Mapping |  Operations Weekly Review |  Product Strategy KPI Tree |  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. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 90-180 min initial, dann laufend | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 1 | 3-8 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Updated Task System, Weekly Focus, Next Actions | KPI Tree, Owner List | Action Lists, Project List, Review Routine |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ProductivityExecutionPlanning | MetricsStrategyAlignmentMeasurement | ProductivityPlanningTasksExecution |