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| Criterion |  Operations Process Mapping |  Operations ABC Analysis |  Business Strategy Three Horizons |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | Halbtags-Workshop, dann iterativ | 20-45 min |
Participantsdifferent | 3-10 | 1-5 | 3-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationOperationsPortfolio | StrategyInnovationPortfolioForesight | LearningOperationsImprovement |