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| Criterion |  Business Strategy GAP Analysis |  Operations Weekly Review |  Business Strategy SWOT Analysis |  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. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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 | Low | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | 1 | 3-12 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Updated Task System, Weekly Focus, Next Actions | SWOT matrix, Strategic options, Action list | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyAnalysisPlanning | ProductivityExecutionPlanning | StrategyAnalysisMarketPositioning | ProductivityPlanningTasksExecution |