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| Criterion |  Business Strategy GAP Analysis |  Operations 5 Whys |  Operations ALPEN Method |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-3 h | 15-30 min | 10-20 min daily | 2-8 h |
Participantsdifferent | 2-8 | 2-6 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Root cause notes, Countermeasures | Daily Plan, Time Estimates, Review Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | StrategyAnalysisPlanning | Root causeIncidentLeanProblem solving | PlanningTime managementProductivityOperations | Problem solvingRoot causeDecisionOperations |