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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Future Reality Tree |  Product Strategy KPI Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 2-4 h | 90-180 min initial, dann laufend | Half day |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | KPI Tree, Owner List | Leverage Map, Action Strategy |
Tagsno overlap | StrategyAnalysisPlanning | Theory of ConstraintsSystems thinkingChange | MetricsStrategyAlignmentMeasurement | Systems thinkingChangeStrategy |