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| Criterion |  Business Strategy Scenario Planning |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 0.5-2 Tage | Halber Tag bis mehrere Wochen | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 4-12 | 3-8 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyUncertaintyPlanning | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution |