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| Criterion |  Business Strategy GAP Analysis |  Operations ABC Analysis |  Product Strategy RICE Scoring |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | 2-8 | 1-5 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | ABC Classification, Focus Rules, Control List | RICE Scores, Ranked List, Assumption Log | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | StrategyAnalysisPlanning | PrioritizationOperationsPortfolio | PrioritizationScoringRoadmapTradeoffs | DecisionCriteriaScoringTradeoffs |