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| Criterion |  Business Strategy GAP Analysis |  Innovation Design Sprint |  Business Strategy Value Chain 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | High | High |
Timedifferent | 1-3 h | 4-5 Tage | Half day |
Participantsdifferent | 2-8 | 5-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Prototype, Test Findings, Decision Rationale | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | Design sprintPrototypeValidationInnovation | StrategyBusiness modelDiagnosisAnalysis |
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