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| Criterion |  Business Strategy GAP Analysis |  Operations PDCA Cycle |  Product Strategy Impact Mapping |  Product Discovery Opportunity Solution 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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 1 h bis mehrere Wochen | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Impact Map, Outcome Hypotheses, Delivery Options | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | StrategyAnalysisPlanning | Continuous improvementLeanExperiments | OutcomesStrategyBehaviorPlanning | DiscoveryOutcomesExperimentsOpportunity |