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| Criterion |  Business Strategy GAP Analysis |  Innovation Design Thinking |  Operations Weekly Review |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-8 | 4-10 | 1 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Statement, Prototype, Test Learnings | Updated Task System, Weekly Focus, Next Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | StrategyAnalysisPlanning | InnovationPrototypeResearch | ProductivityExecutionPlanning | StrategyMetricsExecution |