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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 1-5 Tage | Half day | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | Leverage Map, Action Strategy |
Tagsno overlap | StrategyAnalysisPlanning | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy |