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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Opportunity Scoring |  Operations Getting Things Done |  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. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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. | 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 | 60-120 min | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 2-8 | 3-6 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Opportunity Score Table, Top Outcomes | Action Lists, Project List, Review Routine | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | PrioritizationDiscoveryOutcomesNeeds | ProductivityPlanningTasksExecution | OutcomesStrategyBehaviorPlanning |