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| Criterion |  Operations PDCA Cycle |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | Halber Tag bis mehrere Wochen | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | Continuous improvementLeanExperiments | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning |