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| Criterion |  Business Strategy Scenario Planning |  Operations Gemba Walk |  Operations A3 Problem Solving |  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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Medium |
Timedifferent | 0.5-2 Tage | 30-120 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-6 | 2-5 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyUncertaintyPlanning | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | OutcomesStrategyBehaviorPlanning |