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| Criterion |  Business Strategy GAP Analysis |  Engineering Fault Isolation |  Operations Change Analysis |  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. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 30-180 min | 45-120 min | Half day |
Participantsdifferent | 2-8 | 1-6 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | TroubleshootingDiagnosisEngineering | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelDiagnosisAnalysis |