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| Criterion |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  Product Discovery Opportunity Solution Tree |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Opportunity Solution Tree, Experiment Backlog, Learning Log | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | DiscoveryOutcomesExperimentsOpportunity | OutcomesStrategyBehaviorPlanning |