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| Criterion |  Operations Visual Management |  Business Strategy Three Horizons |  Business Strategy Value Chain Analysis |  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. | 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. | 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 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 | Medium | High | Low |
Timedifferent | Ongoing | Halbtags-Workshop, dann iterativ | Half day | 30-60 min |
Participantsdifferent | 1-20 | 3-12 | 3-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Value Chain Map, Lever List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | StrategyInnovationPortfolioForesight | StrategyBusiness modelDiagnosisAnalysis | PrioritizationOperationsPortfolio |