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| Criterion |  Operations Visual Management |  Operations Weekly Review |  Business Strategy Strategy Map |  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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. | 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 | Low | Medium | Medium |
Timedifferent | Ongoing | 30-60 min | 2-4 h workshop plus review | 1-2 h Setup, laufend |
Participantsdifferent | 1-20 | 1 | 4-10 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Updated Task System, Weekly Focus, Next Actions | Strategy Map, Objective Set, Cause-Effect Hypotheses | Action Lists, Project List, Review Routine |
Tagsno overlap | SignalsOperationsVisual management | ProductivityExecutionPlanning | AlignmentExecutionGoalsCausality | ProductivityPlanningTasksExecution |