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| Criterion |  Operations Weekly Review |  Business Strategy Strategy Map |  Facilitation Stakeholder Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | Medium |
Timedifferent | 30-60 min | 2-4 h workshop plus review | 60–90 min | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 4-10 | 2-8 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Strategy Map, Objective Set, Cause-Effect Hypotheses | Stakeholder Map, Engagement Plan, Risk Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | AlignmentExecutionGoalsCausality | StakeholdersAlignmentFacilitationChange | ProductivityPlanningTasksExecution |