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| Criterion |  Business Strategy Scenario Planning |  Business Strategy GAP Analysis |  Operations Gemba Walk |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | High | Medium | Low | Medium |
Timedifferent | 0.5-2 Tage | 1-3 h | 30-120 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Gap Matrix, Action Plan, Risk Notes | Observation Notes, Improvement Ideas | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyUncertaintyPlanning | StrategyAnalysisPlanning | LeanObservationProcessOperations | OutcomesStrategyBehaviorPlanning |