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| Criterion |  Operations Visual Management |  Business Strategy Scenario Planning |  Business Strategy Balanced Scorecard |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | Ongoing | 0.5-2 Tage | Halber Tag bis mehrere Wochen | 1-2 h Setup, laufend |
Participantsdifferent | 1-20 | 4-12 | 4-12 | 1 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Scenario Set, Strategic Implications, Robust Options | Balanced Scorecard, Strategic Measures, Initiative Map | Action Lists, Project List, Review Routine |
Tagsno overlap | SignalsOperationsVisual management | StrategyUncertaintyPlanning | StrategyMetricsExecution | ProductivityPlanningTasksExecution |