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| Criterion |  Business Strategy Strategy Map |  Operations Weekly Review |  Delivery Communication Plan |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Medium | Low | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-10 | 1 | 2-6 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Updated Task System, Weekly Focus, Next Actions | Communication Plan, Channel Matrix, Message Cadence | Action Lists, Project List, Review Routine |
Tagsno overlap | AlignmentExecutionGoalsCausality | ProductivityExecutionPlanning | CommunicationStakeholdersDeliveryPlanning | ProductivityPlanningTasksExecution |