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| Criterion |  Business Strategy Scenario Planning |  Operations After-Action Review |  Operations ALPEN Method |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 0.5-2 Tage | 20-45 min | 10-20 min daily | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 1 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Lessons learned, Action items, Event summary | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyUncertaintyPlanning | LearningOperationsImprovement | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning |