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| Criterion |  Business Strategy GAP Analysis |  Operations Gemba Walk |  Innovation Lean Startup |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-120 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | LeanObservationProcessOperations | LeanStartupValidationMVP | OutcomesStrategyBehaviorPlanning |