Gap Analysis

Definition

At its core, gap analysis answers three fundamental questions:

  • Where are we now?
  • Where do we want to be?
  • What must change to get there?

The method is comparative and forward-looking. It does not merely diagnose problems; it defines the distance between actual and intended performance.

Core Components

  • Current State Assessment

This step involves measuring existing performance, capabilities, or processes using defined indicators. Quantitative data (metrics, KPIs, financials) and qualitative observations (interviews, process reviews) may both be used.

  • Desired Future State Definition

The target state must be clearly articulated through benchmarks, standards, or strategic objectives. Without explicit targets, a measurable gap cannot be established.

  • Gap Identification

The discrepancy between current performance and target outcomes is calculated or described.¹ This may involve numeric differences (e.g., revenue variance) or capability shortfalls (e.g., lack of systems or skills).

  • Action Planning

Specific initiatives, owners, timelines, and monitoring mechanisms are defined to close the identified gaps.

Types of Gap Analysis

Gap analysis can be applied in multiple organizational domains:

  • Strategic gap analysis – comparing strategic objectives to current performance.
  • Performance gap analysis – comparing actual results to expected standards.
  • Capability gap analysis – identifying missing skills, systems, or resources.
  • Compliance gap analysis – comparing current practices to regulatory requirements.

Each application follows the same logical structure: define, compare, act.

Methodological Considerations

Effective gap analysis requires:

  • Clear performance indicators
  • Reliable data sources
  • Realistic target-setting
  • Defined accountability for corrective actions

Without measurable benchmarks, the analysis becomes descriptive rather than actionable.

References

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