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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | 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 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 | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning |