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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Product Strategy SMART Goals |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | Half day | 15-30 min | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | SMART Goal, Measurement Note, Deadline | KPI Tree, Owner List |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | GoalsPlanningMeasurementAlignment | MetricsStrategyAlignmentMeasurement |