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| Criterion |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |  Engineering Hypothesis-Driven Troubleshooting |  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 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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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 | 45-90 min | 30-240 min | Half day |
Participantsdifferent | 2-8 | 3-8 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning | TroubleshootingProblem solvingDiagnosis | StrategyBusiness modelDiagnosisAnalysis |