View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |  Product Strategy Lean Canvas |  Business Strategy Value Chain 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. | 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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 45-90 min | Half day |
Participantsdifferent | 3-8 | 2-8 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis |