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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Current Reality Tree |  Business Strategy TOWS Matrix |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 2-6 h | 1-2 h | 30-90 min |
Participantsdifferent | 2-8 | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas | TOWS Matrix, Strategic Options, Priority Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingRoot causeConstraintsCausality | StrategyAnalysisOptions | ConstraintsDecisionPlanningOptions |