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| Criterion |  Operations Weekly Review |  Business Strategy GAP Analysis |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 1-3 h | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Gap Matrix, Action Plan, Risk Notes | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ProductivityExecutionPlanning | StrategyAnalysisPlanning | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution |