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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Pretotyping |  Innovation Lean Startup |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | Stunden bis wenige Tage | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 2-8 | 1-4 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | ValidationDemandMVP | LeanStartupValidationMVP | OutcomesStrategyBehaviorPlanning |