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| Criterion |  Operations Visual Management |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Operations ALPEN Method |
|---|---|---|---|---|
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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 45-90 min | Half day | 10-20 min daily |
Participantsdifferent | 1-20 | 3-8 | 3-8 | 1 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | SignalsOperationsVisual management | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | PlanningTime managementProductivityOperations |