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| Criterion |  Business Strategy Value Chain Analysis |  Engineering Fault Isolation |  Engineering Hypothesis-Driven Troubleshooting |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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 | Medium | Medium |
Timedifferent | Half day | 30-180 min | 30-240 min | 1-3 h |
Participantsdifferent | 3-8 | 1-6 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | TroubleshootingDiagnosisEngineering | TroubleshootingProblem solvingDiagnosis | StrategyAnalysisPlanning |