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| Criterion |  Business Strategy GAP Analysis |  Engineering Fault Isolation |  Decision Making Force Field 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | High |
Timedifferent | 1-3 h | 30-180 min | 45-90 min | Half day |
Participantsdifferent | 2-8 | 1-6 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Force Field Map, Change Levers, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | TroubleshootingDiagnosisEngineering | ChangeDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis |