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| Criterion |  Business Strategy GAP Analysis |  Engineering Hypothesis-Driven Troubleshooting |  Operations Weekly Review |  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. | 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. | 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 | Low | High |
Timedifferent | 1-3 h | 30-240 min | 30-60 min | 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 | Updated Task System, Weekly Focus, Next Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | TroubleshootingProblem solvingDiagnosis | ProductivityExecutionPlanning | StrategyBusiness modelDiagnosisAnalysis |