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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Opportunity Solution Tree |  Product Discovery Assumption Mapping |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-2 h Setup, laufend | 45-60 min | 1-5 Tage |
Participantsdifferent | 2-8 | 2-6 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Assumption map, Test backlog, Risk ranking | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | StrategyAnalysisPlanning | DiscoveryOutcomesExperimentsOpportunity | AssumptionsRiskExperimentsValidation | ValidationExperimentsDemandDiscovery |