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| Criterion |  Operations Visual Management |  Operations Getting Things Done |  Product Strategy OKRs |  Business Strategy Strategy Map |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-2 h Setup, laufend | 1-2 h Setup | 2-4 h workshop plus review |
Participantsdifferent | 1-20 | 1 | 2-20 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Action Lists, Project List, Review Routine | OKR set, Measurement plan, Review cadence | Strategy Map, Objective Set, Cause-Effect Hypotheses |
Tagsno overlap | SignalsOperationsVisual management | ProductivityPlanningTasksExecution | GoalsAlignmentOutcomesMeasurement | AlignmentExecutionGoalsCausality |