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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Theory of Change |  Product Strategy Counter Metrics |  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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 | High | Low | Medium |
Timedifferent | 1-3 h | 2-6 h | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Theory of Change Map, Assumptions, Outcome Measures | Counter Metric List, Guardrail Definitions | Impact Map, Outcome Hypotheses, Delivery Options |
Tags1 shared | StrategyAnalysisPlanning | ImpactOutcomesSystems thinkingStrategy | MetricsMeasurementStrategyExperiments | OutcomesStrategyBehaviorPlanning |