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| Criterion |  Business Strategy GAP Analysis |  Business Strategy PESTLE Analysis |  Operations Gemba Walk |  Operations ALPEN Method |
|---|---|---|---|---|
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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 30-120 min | 10-20 min daily |
Participantsdifferent | 2-8 | 2-10 | 2-6 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | StrategyAnalysisPlanning | StrategyMarketAnalysis | LeanObservationProcessOperations | PlanningTime managementProductivityOperations |