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| Criterion |  Business Strategy GAP Analysis |  Operations Getting Things Done |  Business Strategy Value Chain Analysis |  Operations Weekly Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-2 h Setup, laufend | Half day | 30-60 min |
Participantsdifferent | 2-8 | 1 | 3-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Action Lists, Project List, Review Routine | Value Chain Map, Lever List | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | StrategyAnalysisPlanning | ProductivityPlanningTasksExecution | StrategyBusiness modelDiagnosisAnalysis | ProductivityExecutionPlanning |