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| Criterion |  Innovation Design Thinking |  Business Strategy Business Model Canvas |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 1 Tag bis mehrere Wochen | 1-2 h | 1-3 h | Half day |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Business Model Canvas, Assumption List, Business Hypotheses | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | InnovationPrototypeResearch | Business modelStrategyValueInnovation | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis |