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| Criterion |  Product Strategy Lean Canvas |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|
Purposedifferent | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Medium |
Timedifferent | 45-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StartupLeanAssumptionsBusiness model | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |
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