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| Criterion |  Operations Gemba Walk |  Business Strategy SWOT Analysis |  Operations ALPEN Method |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | 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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | 10-20 min daily | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 1 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | SWOT matrix, Strategic options, Action list | Daily Plan, Time Estimates, Review Notes | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | StrategyAnalysisMarketPositioning | PlanningTime managementProductivityOperations | StrategyAnalysisPlanning |