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| Criterion |  Business Strategy Scenario Planning |  Product Strategy GIST Planning |  Business Strategy Balanced Scorecard |  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. | GIST Planning helps clarify target groups, value, goals, and priorities. It links customer value, product logic, and decision priorities, and captures the result as goals, an idea bank, and a step-project list. | 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. | 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 | Medium | High | Medium |
Timedifferent | 0.5-2 Tage | Wochen bis Monate je Goal | Halber Tag bis mehrere Wochen | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 3-10 | 4-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Goals, Idea bank, Step-project list, Tasks, Learning reports | Balanced Scorecard, Strategic Measures, Initiative Map | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyUncertaintyPlanning | RoadmapOutcomesPlanningExperiments | StrategyMetricsExecution | ProductivityPlanningTasksExecution |