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| Criterion |  Business Strategy GAP Analysis |  Operations After-Action Review |  Product Strategy Impact Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 20-45 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Lessons learned, Action items, Event summary | Impact Map, Outcome Hypotheses, Delivery Options | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyAnalysisPlanning | LearningOperationsImprovement | OutcomesStrategyBehaviorPlanning | DecisionChangeLearningStrategy |