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| Criterion |  Business Strategy GAP Analysis |  Engineering Fault Isolation |  Engineering Hypothesis-Driven Troubleshooting |  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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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 | 30-240 min | Half day |
Participantsdifferent | 2-8 | 1-6 | 1-6 | 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 | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | TroubleshootingDiagnosisEngineering | TroubleshootingProblem solvingDiagnosis | StrategyBusiness modelDiagnosisAnalysis |