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| Criterion |  Operations Process Mapping |  Business Strategy GAP Analysis |  Operations After-Action Review |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-3 h | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Gap Matrix, Action Plan, Risk Notes | Lessons learned, Action items, Event summary | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | ProcessOperationsImprovement | StrategyAnalysisPlanning | LearningOperationsImprovement | OutcomesStrategyBehaviorPlanning |