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| Criterion |  Delivery Value Stream Mapping |  Product Strategy Counter Metrics |  Decision Making OODA Loop |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 15-60 min je Zyklus | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 2-6 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Counter Metric List, Guardrail Definitions | Situation Assessment, Decision Loop, Action Updates | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | LeanFlowWasteDelivery | MetricsMeasurementStrategyExperiments | DecisionChangeLearningStrategy | StrategyMetricsExecution |