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| Criterion |  Operations Process Mapping |  Product Strategy SMART Goals |  Operations Getting Things Done |  Business Strategy Strategy Map |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 15-30 min | 1-2 h Setup, laufend | 2-4 h workshop plus review |
Participantsdifferent | 3-10 | 1-8 | 1 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | SMART Goal, Measurement Note, Deadline | Action Lists, Project List, Review Routine | Strategy Map, Objective Set, Cause-Effect Hypotheses |
Tagsno overlap | ProcessOperationsImprovement | GoalsPlanningMeasurementAlignment | ProductivityPlanningTasksExecution | AlignmentExecutionGoalsCausality |