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| Criterion |  Business Strategy Strategy Map |  Operations Change Analysis |  Operations Root Cause Tree Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 2-4 h workshop plus review | 45-120 min | 1-3 h | 2-6 h |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Cause Tree, Evidence Notes, Countermeasures | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | AlignmentExecutionGoalsCausality | ChangeRoot causeTroubleshootingComparison | Root causeTreeIncidentQuality | CausalityIncidentRoot causeTimeline |