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| Criterion |  Product Strategy Impact Mapping |  Operations Standard Work Analysis |  Business Strategy GAP Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 1-3 h | 30-120 min |
Participantsdifferent | 3-8 | 2-6 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Gap Matrix, Action Plan, Risk Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | LeanProcessQuality | StrategyAnalysisPlanning | LeanObservationProcessOperations |