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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Strategy Map |  Facilitation Stakeholder Mapping |  Product Strategy SMART Goals |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 2-4 h workshop plus review | 60–90 min | 15-30 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Strategy Map, Objective Set, Cause-Effect Hypotheses | Stakeholder Map, Engagement Plan, Risk Notes | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | StrategyAnalysisPlanning | AlignmentExecutionGoalsCausality | StakeholdersAlignmentFacilitationChange | GoalsPlanningMeasurementAlignment |