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| Criterion |  Operations Process Mapping |  Business Strategy Scenario Planning |  Operations After-Action Review |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | 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 | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 0.5-2 Tage | 20-45 min | 1-3 h |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Scenario Set, Strategic Implications, Robust Options | Lessons learned, Action items, Event summary | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | ProcessOperationsImprovement | StrategyUncertaintyPlanning | LearningOperationsImprovement | StrategyAnalysisPlanning |