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| Criterion |  Engineering Kanban |  Business Strategy GAP Analysis |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Ongoing | 1-3 h | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 2-12 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Gap Matrix, Action Plan, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | FlowVisual managementDelivery | StrategyAnalysisPlanning | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning |