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| Criterion |  Business Strategy GAP Analysis |  Product Strategy Lean Canvas |  Product Discovery Assumption Mapping |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | 45-60 min | Half day |
Participantsdifferent | 2-8 | 1-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | StartupLeanAssumptionsBusiness model | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |