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| Criterion |  Product Strategy OKRs |  Operations Gemba Walk |  Operations Kaizen Event |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h Setup | 30-120 min | 0.5-5 Tage | 90-180 min initial, dann laufend |
Participantsdifferent | 2-20 | 2-6 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | OKR set, Measurement plan, Review cadence | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | KPI Tree, Owner List |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | LeanObservationProcessOperations | LeanContinuous improvementOperations | MetricsStrategyAlignmentMeasurement |