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| Criterion |  Business Strategy Scenario Planning |  Operations A3 Problem Solving |  Operations After-Action Review |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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 | High | Medium | Low | Medium |
Timedifferent | 0.5-2 Tage | 45-90 min | 20-45 min | 1-3 h |
Participantsdifferent | 4-12 | 2-5 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | StrategyAnalysisPlanning |