What needs to be finished first
A defined target state or measurable outcome is available against which the current state can be assessed.
What needs to be ready before start
Workshop board or spreadsheet with columns Current State, Desired State, Gap, Cause, Impact, Action, Owner; existing KPIs, process data, and strategy goals.
Facilitator; business owner for the target state; 2-8 people with knowledge of the current state; decision maker for action prioritization.
Scope, target state, current data, known initiatives, constraints, and decision on which gaps should be addressed.
1-3 h
Make scope visible and limit it. Fix the target state before collecting gaps. Formulate each gap as an observable difference.
The one question this method answers
Which gaps between current state and target state prevent the outcome, and which actions close them effectively?
Marker: Phase
| Step | Duration | Action | Hint |
|---|---|---|---|
1Scope and target state | 20 min | Define the investigation scope and desired state with measurable criteria. | A target like "get better" is not enough. Name target values or concrete capabilities. |
2Capture current state | 30-45 min | Describe the current state with data, examples, and observable facts. | Do not gather solutions first. First check whether everyone sees the same current state. |
3Formulate gaps | 30 min | Document differences between current and desired state as individual gap entries. | A gap is not a measure. "Implement CRM" is a solution, "no central customer view" is a gap. |
4Assess causes and impact | 30-45 min | For each gap, clarify cause, effect, urgency, and dependencies. | High pain without root cause leads to symbolic measures. Validate the cause at least at a basic level. |
5Derive actions | 30 min | Set actions, owner, deadline, and success signal for prioritized gaps. | Do not close all gaps at once. Explicitly account for capacity. |
What comes out at the end
Gap matrix with current state, target state, gap, cause, impact, priority, action, owner, deadline, and success criterion.
Store the matrix with date and scope. When the target state changes, create a new version and mark old gaps as completed, dropped, or superseded.
Compact working template for Gap Analysis with current state, target state, gaps, causes, and actions.
Compare the current state with the target state and derive the most important gaps.
When and for what do we use this method?
Which data, observations, decisions, or materials are available?
Owner, date, and success signal.
Concrete filled scenario, fictional example
Concrete filled scenario, fictional example
Target state Q3/2026: 35 % fewer tickets about standard questions. Current State: 1,240 tickets per month, 42 % are about billing and login. The help center is visited by only 11 % of users.
| Gap | Cause | Impact | Action | Owner |
|---|---|---|---|---|
| No discoverable billing articles | Articles not linked with search terms | 310 tickets per month | Add top-20 search terms | Jana |
| Login errors without a self-service path | Error message without reset link | 210 tickets per month | Add reset flow on error page | Amir |
Priority: Billing articles first because implementation is possible in 5 days and effect is directly measurable.
Recognize symptoms and steer against them
The discussion revolves around personal expectations.
Define the desired state with measurable criteria or observable capabilities.
Entries are labeled "buy a tool" or "increase headcount."
Ask again: Which gap in the current state should this solution close?
The matrix covers strategy, process, people, and technology at the same time.
Limit scope to one process, capability area, or outcome.
Actions address symptoms, and gaps reappear later.
For top gaps, document at least one cause hypothesis and evidence.
The gap list is stored as a report and no follow-up happens.
Accept no action without owner, deadline, and success signal.
Done signals checkable in under a minute
Go to the profile for purpose, similar methods, and sources or continue to the next method in the catalog.