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| Criterion |  Engineering Kanban |  Business Strategy TOWS Matrix |  Product Strategy Impact Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 1-2 h | 45-90 min | 45-90 min |
Participantsdifferent | 2-12 | 3-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | TOWS Matrix, Strategic Options, Priority Actions | Impact Map, Outcome Hypotheses, Delivery Options | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | FlowVisual managementDelivery | StrategyAnalysisOptions | OutcomesStrategyBehaviorPlanning | CommunicationStakeholdersDeliveryPlanning |