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| Criterion |  Facilitation Timeline |  Product Strategy Impact Mapping |  Operations Weekly Review |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-90 min | 45-90 min | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-12 | 3-8 | 1 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Timeline, Milestones, Insight Notes | Impact Map, Outcome Hypotheses, Delivery Options | Updated Task System, Weekly Focus, Next Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | TimelineFacilitationSequence | OutcomesStrategyBehaviorPlanning | ProductivityExecutionPlanning | StrategyMetricsExecution |