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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Opportunity Solution Tree |  Decision Making Assumption Surfacing |  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 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-2 h Setup, laufend | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Assumption List, Critical Assumptions, Learning Plan | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | DiscoveryOutcomesExperimentsOpportunity | AssumptionsRiskDecisionDiscovery | OutcomesStrategyBehaviorPlanning |