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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Operations Barrier Analysis |  Operations Change 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. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 2-4 h | 45-120 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | Root causeSafetyIncident | ChangeRoot causeTroubleshootingComparison |