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| Criterion |  Business Strategy GAP Analysis |  Engineering Kanban |  Facilitation Power Interest Grid |
|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-3 h | Ongoing | 30-60 min |
Participantsdifferent | 2-8 | 2-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Kanban board, WIP policies, Flow metrics | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyAnalysisPlanning | FlowVisual managementDelivery | StakeholdersFacilitationAlignmentPlanning |
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