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| Criterion |  Business Strategy GAP Analysis |  Decision Making Pre-Mortem |  Product Strategy KPI Tree |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 20–45 min | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-8 | Small cross-functional group | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Risk list, Mitigation plan, Assumption log | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyAnalysisPlanning | RiskDecisionFailurePlanning | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |