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| Criterion |  Operations Visual Management |  Business Strategy GAP Analysis |  Operations ABC Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 1-20 | 2-8 | 1-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Gap Matrix, Action Plan, Risk Notes | ABC Classification, Focus Rules, Control List | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | SignalsOperationsVisual management | StrategyAnalysisPlanning | PrioritizationOperationsPortfolio | OutcomesStrategyBehaviorPlanning |