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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Product Strategy Counter Metrics |  Decision Making Force Field 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | Half day | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | Counter Metric List, Guardrail Definitions | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | MetricsMeasurementStrategyExperiments | ChangeDecisionStrategy |