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| Criterion |  Product Discovery Jobs to Be Done |  Operations Getting Things Done |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 Wochen | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 5-12 Interviews | 1 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | CustomerOutcomesNeeds | ProductivityPlanningTasksExecution | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning |