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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |  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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | High | Low | Medium |
Timedifferent | 45-90 min | Half day | 45-90 min | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy | StrategyAnalysisPlanning |