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| Criterion |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |  Innovation Lean Startup |  Business Strategy PESTLE 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. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning | LeanStartupValidationMVP | StrategyMarketAnalysis |