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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Scenario Planning |  Product Strategy Product Vision Board |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 0.5-2 Tage | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options | Product Vision Board, Vision Statement, Assumptions and Validation Questions | KPI Tree, Owner List |
Tags1 shared | StrategyAnalysisPlanning | StrategyUncertaintyPlanning | VisionCanvasStrategyAlignment | MetricsStrategyAlignmentMeasurement |