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| Criterion |  Business Strategy GAP Analysis |  Decision Making PERT Estimation |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 15-45 min | 1-2 h | Half day |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | PERT Estimate, Expected Value, Risk Notes | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | EstimationUncertaintyRisk | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |