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| Criterion |  Business Strategy GAP Analysis |  Product Strategy OKRs |  Product Discovery Outcome-Driven Innovation |  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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | Medium | High | Medium |
Timedifferent | 1-3 h | 1-2 h Setup | Mehrere Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 2-20 | 2-6 researchers plus sample | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | OKR set, Measurement plan, Review cadence | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | KPI Tree, Owner List |
Tagsno overlap | StrategyAnalysisPlanning | GoalsAlignmentOutcomesMeasurement | OutcomesInnovationResearchQuantitative | MetricsStrategyAlignmentMeasurement |