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| Criterion |  Business Strategy GAP Analysis |  Operations Root Cause Analysis |  Business Strategy Value Chain Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-4 h | Half day | 15-30 min |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Value Chain Map, Lever List | Root cause notes, Countermeasures |
Tagsno overlap | StrategyAnalysisPlanning | Root causeProblem solvingQualityIncident | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving |