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| Criterion |  Operations Process Mapping |  Business Strategy Balanced Scorecard |  Operations After-Action Review |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | 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. | 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. | 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 | High | Low | Medium |
Timedifferent | 1-3 h | Halber Tag bis mehrere Wochen | 20-45 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Balanced Scorecard, Strategic Measures, Initiative Map | Lessons learned, Action items, Event summary | KPI Tree, Owner List |
Tagsno overlap | ProcessOperationsImprovement | StrategyMetricsExecution | LearningOperationsImprovement | MetricsStrategyAlignmentMeasurement |