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| Criterion |  Business Strategy GAP Analysis |  Knowledge Modeling Knowledge Mapping |  Business Strategy Value Chain Analysis |  Knowledge Modeling Concept Mapping |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 1-3 h | Half day | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Value Chain Map, Lever List | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | StrategyAnalysisPlanning | KnowledgeMappingRisk | StrategyBusiness modelDiagnosisAnalysis | KnowledgeConceptsMappingSensemaking |