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| Criterion |  Business Strategy GAP Analysis |  Product Strategy Counter Metrics |  Systems Thinking Future Reality Tree |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Medium |
Timedifferent | 1-3 h | 30-60 min | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Counter Metric List, Guardrail Definitions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | KPI Tree, Owner List |
Tagsno overlap | StrategyAnalysisPlanning | MetricsMeasurementStrategyExperiments | Theory of ConstraintsSystems thinkingChange | MetricsStrategyAlignmentMeasurement |