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| Criterion |  Business Strategy Strategy Map |  Operations A3 Problem Solving |  Operations Kaizen Event |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 0.5-5 Tage | 1-2 h Setup |
Participantsdifferent | 4-10 | 2-5 | 4-10 | 2-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | OKR set, Measurement plan, Review cadence |
Tagsno overlap | AlignmentExecutionGoalsCausality | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | GoalsAlignmentOutcomesMeasurement |