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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Product Strategy KPI Tree |  Engineering Goal Question Metric |
|---|---|---|---|---|
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. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | KPI Tree, Owner List | GQM Table, Metric Profiles |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment |