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| Criterion |  Business Strategy Strategy Map |  Operations PDCA Cycle |  Operations Process Mapping |  Operations After-Action Review |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 1 h bis mehrere Wochen | 1-3 h | 20-45 min |
Participantsdifferent | 4-10 | 1-8 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | AlignmentExecutionGoalsCausality | Continuous improvementLeanExperiments | ProcessOperationsImprovement | LearningOperationsImprovement |