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| Criterion |  Business Strategy GAP Analysis |  Business Strategy McKinsey 7S |  Product Strategy Impact Mapping |  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. | 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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy |