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| Criterion |  Product Discovery Opportunity Solution Tree |  Business Strategy GAP Analysis |  Product Discovery Fake Door Test |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h Setup, laufend | 1-3 h | 1-5 Tage | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | Nutzertraffic | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Gap Matrix, Action Plan, Risk Notes | Click Data, Interest Signal, Learning Decision | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | StrategyAnalysisPlanning | ValidationExperimentsDemandDiscovery | OutcomesStrategyBehaviorPlanning |