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| Criterion |  Business Strategy GAP Analysis |  Product Strategy Counter Metrics |  Decision Making Assumption Surfacing |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 45-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Counter Metric List, Guardrail Definitions | Assumption List, Critical Assumptions, Learning Plan | KPI Tree, Owner List |
Tagsno overlap | StrategyAnalysisPlanning | MetricsMeasurementStrategyExperiments | AssumptionsRiskDecisionDiscovery | MetricsStrategyAlignmentMeasurement |