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| Criterion |  Business Strategy GAP Analysis |  UX Design Design Studio |  Business Strategy PESTLE Analysis |  Innovation Design Charrette |
|---|---|---|---|---|
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 several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 1-3 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-8 | 3-8 | 2-10 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Sketches, Concept Directions, Design Decisions | PESTLE Map, External Risks, Strategic Questions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | StrategyAnalysisPlanning | SketchingCollaborationIdeation | StrategyMarketAnalysis | BrainstormingWorkshopCollaborationIdeation |