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| Criterion |  Business Strategy TOWS Matrix |  Operations Bottleneck Analysis |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 1-3 h | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | StrategyAnalysisOptions | FlowMeasurementConstraints | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |