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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Impact Mapping |  Product Discovery Experiment Canvas |  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. | 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. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. | 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 | Half day | 45-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Impact Map, Outcome Hypotheses, Delivery Options | Completed Experiment Canvas, Success Metric | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | OutcomesStrategyBehaviorPlanning | ExperimentsValidationDiscoveryHypothesis | StrategyAnalysisPlanning |