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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Opportunity Solution Tree |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 2-8 | 2-6 | 4-12 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyAnalysisPlanning | DiscoveryOutcomesExperimentsOpportunity | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments |