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| Criterion |  Operations Visual Management |  Business Strategy Strategy Map |  Operations PDCA Cycle |  Product Strategy OKRs |
|---|---|---|---|---|
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. | 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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 2-4 h workshop plus review | 1 h bis mehrere Wochen | 1-2 h Setup |
Participantsdifferent | 1-20 | 4-10 | 1-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Strategy Map, Objective Set, Cause-Effect Hypotheses | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | OKR set, Measurement plan, Review cadence |
Tagsno overlap | SignalsOperationsVisual management | AlignmentExecutionGoalsCausality | Continuous improvementLeanExperiments | GoalsAlignmentOutcomesMeasurement |