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| Criterion |  Operations Process Mapping |  Business Strategy Scenario Planning |  Operations Getting Things Done |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 0.5-2 Tage | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 3-10 | 4-12 | 1 | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Scenario Set, Strategic Implications, Robust Options | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ProcessOperationsImprovement | StrategyUncertaintyPlanning | ProductivityPlanningTasksExecution | StrategyMetricsExecution |