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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Theory of Change |  Product Strategy GIST Planning |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | GIST Planning helps clarify target groups, value, goals, and priorities. It links customer value, product logic, and decision priorities, and captures the result as goals, an idea bank, and a step-project list. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 2-6 h | Wochen bis Monate je Goal | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Theory of Change Map, Assumptions, Outcome Measures | Goals, Idea bank, Step-project list, Tasks, Learning reports | Leverage Map, Action Strategy |
Tagsno overlap | StrategyAnalysisPlanning | ImpactOutcomesSystems thinkingStrategy | RoadmapOutcomesPlanningExperiments | Systems thinkingChangeStrategy |