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| Criterion |  Business Strategy GAP Analysis |  Business Strategy PESTLE Analysis |  Systems Thinking Leverage Points |  Decision Making Force Field 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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 2-8 | 2-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyAnalysisPlanning | StrategyMarketAnalysis | Systems thinkingChangeStrategy | ChangeDecisionStrategy |