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| Criterion |  Operations Process Mapping |  Product Strategy KPI Tree |  Operations After-Action Review |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | 20-45 min | 1-2 h |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | KPI Tree, Owner List | Lessons learned, Action items, Event summary | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProcessOperationsImprovement | MetricsStrategyAlignmentMeasurement | LearningOperationsImprovement | AlignmentStakeholdersStrategyFacilitation |