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| Criterion |  Product Discovery Dual-Track Agile |  Business Strategy PESTLE Analysis |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Laufend, Wochen bis Monate | 1-3 h | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | AgileDiscoveryDelivery | StrategyMarketAnalysis | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning |