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| Criterion |  Business Strategy GAP Analysis |  Engineering Hypothesis-Driven Troubleshooting |  Operations Getting Things Done |  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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 30-240 min | 1-2 h Setup, laufend | Half day |
Participantsdifferent | 2-8 | 1-6 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Action Lists, Project List, Review Routine | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | TroubleshootingProblem solvingDiagnosis | ProductivityPlanningTasksExecution | StrategyBusiness modelDiagnosisAnalysis |