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| Criterion |  Operations Visual Management |  Business Strategy Scenario Planning |  Operations ABC Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | Ongoing | 0.5-2 Tage | 30-60 min | 45-90 min |
Participantsdifferent | 1-20 | 4-12 | 1-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Scenario Set, Strategic Implications, Robust Options | ABC Classification, Focus Rules, Control List | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | SignalsOperationsVisual management | StrategyUncertaintyPlanning | PrioritizationOperationsPortfolio | OutcomesStrategyBehaviorPlanning |