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| Criterion |  Engineering Fault Isolation |  Business Strategy GAP Analysis |  Business Strategy Balanced Scorecard |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | 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. | 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 | Medium | Medium | High | High |
Timedifferent | 30-180 min | 1-3 h | Halber Tag bis mehrere Wochen | Half day |
Participantsdifferent | 1-6 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Gap Matrix, Action Plan, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Value Chain Map, Lever List |
Tagsno overlap | TroubleshootingDiagnosisEngineering | StrategyAnalysisPlanning | StrategyMetricsExecution | StrategyBusiness modelDiagnosisAnalysis |