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| Criterion |  Operations PDCA Cycle |  Business Strategy GAP Analysis |  Product Discovery Opportunity Solution Tree |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Gap Matrix, Action Plan, Risk Notes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | Continuous improvementLeanExperiments | StrategyAnalysisPlanning | DiscoveryOutcomesExperimentsOpportunity | OutcomesStrategyBehaviorPlanning |