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| Criterion |  Product Discovery Opportunity Scoring |  Product Strategy Impact Mapping |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
Purposedifferent | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-120 min | 45-90 min | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 3-6 | 3-8 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |