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| Criterion |  Product Strategy Impact Mapping |  Operations ALPEN Method |  Systems Thinking Theory of Change |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 10-20 min daily | 2-6 h | 1-3 h |
Participantsdifferent | 3-8 | 1 | 4-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Daily Plan, Time Estimates, Review Notes | Theory of Change Map, Assumptions, Outcome Measures | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | PlanningTime managementProductivityOperations | ImpactOutcomesSystems thinkingStrategy | StrategyAnalysisPlanning |