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| Criterion |  Operations Weekly Review |  Product Strategy Impact Mapping |  Domain Modeling Context Map |  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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | 45-90 min | 1-3 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Impact Map, Outcome Hypotheses, Delivery Options | Context Map, Integration Patterns, Boundary Notes | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ProductivityExecutionPlanning | OutcomesStrategyBehaviorPlanning | Domain-Driven DesignBoundariesStrategy | StrategyMetricsExecution |