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| Criterion |  Business Strategy GAP Analysis |  Product Strategy Counter Metrics |  Decision Making Force Field Analysis |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Counter Metric List, Guardrail Definitions | Force Field Map, Change Levers, Risk Notes | KPI Tree, Owner List |
Tags1 shared | StrategyAnalysisPlanning | MetricsMeasurementStrategyExperiments | ChangeDecisionStrategy | MetricsStrategyAlignmentMeasurement |