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| Criterion |  Operations Visual Management |  Systems Thinking Theory of Change |  Business Strategy Three Horizons |  Operations ABC Analysis |
|---|---|---|---|---|
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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | 2-6 h | Halbtags-Workshop, dann iterativ | 30-60 min |
Participantsdifferent | 1-20 | 4-12 | 3-12 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Theory of Change Map, Assumptions, Outcome Measures | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | ImpactOutcomesSystems thinkingStrategy | StrategyInnovationPortfolioForesight | PrioritizationOperationsPortfolio |