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| Criterion |  Business Strategy GAP Analysis |  Operations Accountability Ladder |  Business Strategy Scenario Planning |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 20-45 min | 0.5-2 Tage | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Ownership Reflection, Action Commitment, Coaching Notes | Scenario Set, Strategic Implications, Robust Options | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | StrategyAnalysisPlanning | ResponsibilityLeadershipTeam | StrategyUncertaintyPlanning | RolesResponsibilityTeamFacilitation |