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| Criterion |  Business Strategy Strategy Map |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|
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. | 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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 20-45 min | 1-3 h |
Participantsdifferent | 4-10 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | AlignmentExecutionGoalsCausality | LearningOperationsImprovement | ProcessOperationsImprovement |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
