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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Future Reality Tree |  Business Strategy SWOT Analysis |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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 | Low | High |
Timedifferent | 1-3 h | 2-4 h | 30-60 min | Half day |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | SWOT matrix, Strategic options, Action list | Leverage Map, Action Strategy |
Tagsno overlap | StrategyAnalysisPlanning | Theory of ConstraintsSystems thinkingChange | StrategyAnalysisMarketPositioning | Systems thinkingChangeStrategy |