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| Criterion |  Business Strategy GAP Analysis |  Operations Root Cause Analysis |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-4 h | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | 3-8 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyAnalysisPlanning | Root causeProblem solvingQualityIncident | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |