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| Criterion |  Engineering Fault Isolation |  Business Strategy Value Chain Analysis |  Operations Weekly Review |  Business Strategy GAP 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 30-180 min | Half day | 30-60 min | 1-3 h |
Participantsdifferent | 1-6 | 3-8 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Value Chain Map, Lever List | Updated Task System, Weekly Focus, Next Actions | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | TroubleshootingDiagnosisEngineering | StrategyBusiness modelDiagnosisAnalysis | ProductivityExecutionPlanning | StrategyAnalysisPlanning |