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| Criterion |  Operations Process Mapping |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 0.5-2 Tage | 45-90 min | 30-120 min |
Participantsdifferent | 3-10 | 4-12 | 3-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | LeanObservationProcessOperations |