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| Criterion |  Business Strategy GAP Analysis |  Business Strategy McKinsey 7S |  Operations Change Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 45-120 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison | OutcomesStrategyBehaviorPlanning |