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| Criterion |  Operations Gemba Walk |  Product Strategy Counter Metrics |  Business Strategy GAP Analysis |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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. | 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 | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 30-60 min | 1-3 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-6 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Counter Metric List, Guardrail Definitions | Gap Matrix, Action Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | LeanObservationProcessOperations | MetricsMeasurementStrategyExperiments | StrategyAnalysisPlanning | MetricsStrategyAlignmentMeasurement |