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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Operations Eat the Frog |  Operations Getting Things Done |
|---|---|---|---|---|
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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | Half day | 15-90 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | 3-12 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | Priority Task, Completion Note, Daily Focus | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | PrioritizationProductivityFocusExecution | ProductivityPlanningTasksExecution |