{"id":7913,"date":"2026-08-20T04:10:13","date_gmt":"2026-08-20T04:10:13","guid":{"rendered":"https:\/\/www.learn-vp.com\/pl\/gallery\/gap-between-current-and-desired-state-with-action-plan\/"},"modified":"2026-10-09T04:22:23","modified_gmt":"2026-10-09T04:22:23","slug":"gap-between-current-and-desired-state-with-action-plan","status":"publish","type":"gallery","link":"https:\/\/www.learn-vp.com\/pl\/gallery\/gap-between-current-and-desired-state-with-action-plan\/","title":{"rendered":"Gap Between Current And Desired State With Action Plan"},"content":{"rendered":"

\"Gap<\/p>\n

Understanding Gap Analysis: Bridging the Distance Between Reality and Vision<\/h2>\n

Welcome to this comprehensive tutorial on Gap Analysis<\/strong>. In the world of business process improvement, one of the most critical questions a management team can ask is, “How do we get from where we are today to where we want to be tomorrow?” The answer lies in a structured technique known as Gap Analysis.<\/p>\n

At its core, Gap analysis involves the comparison of actual performance with potential performance. It is the systematic process of examining your current state<\/em> (the As-Is process) against your desired state<\/em> (the To-Be process) to identify the differences, or the “gap,” that must be closed to achieve organizational goals.<\/p>\n

The Core Concept: As-Is vs. To-Be<\/h3>\n

To effectively perform a gap analysis, you must clearly define two distinct states of a business process. Think of these as the starting line and the finish line of a race.<\/p>\n

The As-Is Process (The Current State)<\/h4>\n

The As-Is<\/strong> state represents the “now.” It is an accurate, objective description of how a process currently operates before any changes or improvements are made. This includes the existing culture, capabilities, resources, and the specific steps taken to complete a task. Documenting the As-Is state is crucial because you cannot improve what you do not understand. It often reveals inefficiencies, bottlenecks, and areas of waste.<\/p>\n

The To-Be Process (The Future State)<\/h4>\n

In contrast, the To-Be<\/strong> process describes the future state. This is the idealized version of the process after improvements have been implemented. It outlines how the organization’s process, culture, and capabilities will<\/em> appear in the future. The To-Be state is driven by the company’s vision and strategic objectives.<\/p>\n

The Gap: Identifying the Delta<\/h3>\n

The Gap<\/strong> is the space between “where we are” (the present state) and “where we want to be” (the target state). It is the difference in performance metrics, such as time, money, and labor.<\/p>\n

Consider the following visualization of this concept:<\/p>\n

    \n
  • Current State:<\/strong> A process that is slow, manual, and prone to errors.<\/li>\n
  • Desired State:<\/strong> A process that is fast, automated, and error-free.<\/li>\n
  • The Gap:<\/strong> The missing technology, training, or policy changes required to get from the current state to the desired state.<\/li>\n<\/ul>\n

    By defining and analyzing these gaps, the management team can create a targeted Action Plan<\/strong> to move the organization forward and fill in the performance gaps.<\/p>\n

    \n \"Informational
    Conceptual overview of the Gap Analysis framework showing how an action plan directly targets the performance delta between current operational capabilities and future strategic goals.<\/figcaption><\/figure>\n

    Visualizing the Gap with BPMN<\/h2>\n

    One of the most effective techniques for transforming vision into results is to develop and populate As-Is and To-Be BPMN diagrams<\/strong>. BPMN (Business Process Model and Notation) is the most widely used notation for documenting gap analysis because it provides a standardized visual language that stakeholders can easily understand.<\/p>\n

    When you map out your processes using BPMN, the gap becomes visually apparent. You can literally see the steps that exist in the As-Is diagram that are missing or modified in the To-Be diagram. This visual representation is far more powerful than a written report for communicating complex changes to a team.<\/p>\n

    How Visual Paradigm Facilitates Gap Analysis<\/h3>\n

    Implementing Gap Analysis requires robust modeling tools, and Visual Paradigm<\/strong> is an industry-leading solution for this purpose. Visual Paradigm streamlines the entire lifecycle of a gap analysis project:<\/p>\n

      \n
    • Standardized BPMN Modeling:<\/strong> Visual Paradigm offers a comprehensive set of BPMN 2.0 tools, allowing you to effortlessly design both As-Is and To-Be diagrams. You can drag and drop symbols to represent tasks, gateways, and events.<\/li>\n
    • Side-by-Side Comparison:<\/strong> Using Visual Paradigm, you can create a single project containing both diagrams. This allows you to easily toggle between the As-Is and To-Be views to highlight exactly what has changed.<\/li>\n
    • Gap Management:<\/strong> Visual Paradigm supports the creation of requirement specifications and traceability matrices. You can link specific “To-Be” features back to the “Gap” identified in the analysis, ensuring that every improvement addresses a specific deficiency.<\/li>\n<\/ul>\n

      Step-by-Step Guide to Conducting a Gap Analysis<\/h2>\n

      Ready to start? Here is a structured approach to conducting a Gap Analysis for your business process improvement program.<\/p>\n

      \n \"Step-by-step
      The 5-step operational roadmap for systematic gap analysis, guiding teams from initial scoping through BPMN modeling to final action plan execution.<\/figcaption><\/figure>\n

      Step 1: Identify the Process<\/h3>\n

      Select a specific process that needs improvement. This could be anything from “Order-to-Cash” to “Employee Onboarding.” Ensure the scope is manageable.<\/p>\n

      Step 2: Document the As-Is State<\/h3>\n

      Map out the current process as it exists today. Do not judge it yet; just record it. Use BPMN to capture the workflow, including all handoffs, systems used, and decision points. In Visual Paradigm, you might use the “Process Analysis” feature to simulate the current flow and identify bottlenecks.<\/p>\n

      Step 3: Define the To-Be State<\/h3>\n

      Based on your strategic vision, design the future process. How should it look? What technologies should be used? What KPIs should be met? Create the To-Be BPMN diagram. This is your target.<\/p>\n

      Step 4: Analyze the Gap<\/h3>\n

      Compare the two diagrams. Ask the following questions:<\/p>\n

        \n
      • What steps are missing in the As-Is state?<\/li>\n
      • What steps are redundant?<\/li>\n
      • What resources (time, money, people) are required to bridge the gap?<\/li>\n
      • Is the gap due to a lack of technology, lack of training, or poor policy?<\/li>\n<\/ul>\n

        Step 5: Create an Action Plan<\/h3>\n

        The final output of a gap analysis is an action plan. This document outlines the specific steps required to close the gap. It should assign responsibilities, set deadlines, and define the budget needed for the transformation.<\/p>\n

        Real-World Examples and Use Cases<\/h2>\n

        To make these concepts concrete, let’s look at two common scenarios where Gap Analysis is applied.<\/p>\n

        Example 1: Streamlining the Order Fulfillment Process<\/h3>\n

        Current State (As-Is):<\/strong> A retail company receives orders via email. Staff manually type these orders into the inventory system. This takes an average of 4 hours per day and results in a 5% error rate in data entry.<\/p>\n

        Desired State (To-Be):<\/strong> Orders are automatically synced from the website to the inventory system in real-time. Staff only intervene for exceptions.<\/p>\n

        The Gap:<\/strong> The company lacks an API integration between their e-commerce platform and their ERP system. The action plan involves purchasing and implementing middleware software to automate the data transfer.<\/p>\n

        \n \"Comparative
        A side-by-side comparison of manual email order processing (As-Is) versus automated middleware ERP integration (To-Be), highlighting bottleneck removal and speed improvements.<\/figcaption><\/figure>\n

        Example 2: Improving Customer Support Response Time<\/h3>\n

        Current State (As-Is):<\/strong> Customer support tickets are managed in a shared spreadsheet. Agents have to manually check availability and assign tickets. Response time averages 24 hours.<\/p>\n

        Desired State (To-Be):<\/strong> A ticketing system automatically assigns tickets based on agent skill and workload. Response time is reduced to 2 hours.<\/p>\n

        The Gap:<\/strong> The company is using a manual, non-automated tool (spreadsheet) instead of a dedicated CRM. The action plan involves migrating to a cloud-based ticketing solution and retraining staff.<\/p>\n

        Conclusion<\/h2>\n

        Gap analysis is not just a theoretical exercise; it is a practical tool for driving organizational change. By clearly defining the As-Is and To-Be states using visual tools like BPMN, organizations can pinpoint exactly where they are falling short and create a roadmap to success. Whether you are using Visual Paradigm to model complex workflows or simply sketching out ideas on paper, the key to a successful gap analysis is the clarity of your vision and the rigor of your current state assessment.<\/p>\n","protected":false},"excerpt":{"rendered":"

        Gap analysis involves the comparison of actual performance with potential performance. For example, a company does not make the best use of current resources, it may perform below an idealized potential. In other words, gap analysis is the process people use to examine their current state (or as-is process) with their desired state (to-be process) of a company.<\/p>\n

        One effective technique for transforming vision into results is to develop and populate an As-Is and To-Be BPMN diagrams. The As-Is diagram describes the present state of the organization’s process, culture, and capabilities. The To-Be diagram describes the future state; in other words, how the organization’s process, culture, and capabilities will appear in the future. This studying of the As-is and To-be process results in identifying the difference between the current and target business state, known as the gap, which is an important part of any business process reengineering\/improvement initiative.<\/p>\n

        What is As-Is \/ To-Be Process?
        \nThe as-is state of a process is the “now” state. It’s how the process operates before you make any changes or improvements. The to-be process, on the other hand, is the future state.<\/p>\n

        The “as-is” allows you to get an accurate view of how the process currently works. Once you already know how the process is, you can analyze it and propose certain improvements. BPMN is the most widely used notation for documenting the GAP analysis.<\/p>\n

        Gap refers to the space between “where we are” (the present state) and “where we want to be” (the target state). A company can recognize its current state\u2014by measuring time, money, and labor\u2014and compare it to its target state. By defining and analyzing these gaps, the management team can create an action plan to move the organization forward and fill in the performance gaps.<\/p>\n","protected":false},"author":1,"featured_media":7914,"template":"","meta":{"_yoast_wpseo_title":"Gap Between Current And Desired State With Action Plan","_yoast_wpseo_metadesc":"Gap analysis involves the comparison of actual performance with potential performance. For example, a company does not make the best use of current resources, it may perform below an idealized potential. In other words, gap analysis is the process people use to examine their current state (or as-is process) with their desired state (to-be process) of a company. One effective technique for transforming vision into results is to develop and populate an As-Is and To-Be BPMN diagrams. The As-Is diagram describes the present state of the organization's process, culture, and capabilities. The To-Be diagram describes the future state; in other words, how the organization's process, culture, and capabilities will appear in the future. This studying of the As-is and To-be process results in identifying the difference between the current and target business state, known as the gap, which is an important part of any business process reengineering\/improvement initiative. What is As-Is \/ To-Be Process? The as-is state of a process is the \"now\" state. It's how the process operates before you make any changes or improvements. The to-be process, on the other hand, is the future state. The \"as-is\" allows you to get an accurate view of how the process currently works. Once you already know how the process is, you can analyze it and propose certain improvements. BPMN is the most widely used notation for documenting the GAP analysis. Gap refers to the space between \"where we are\" (the present state) and \"where we want to be\" (the target state). A company can recognize its current state\u2014by measuring time, money, and labor\u2014and compare it to its target state. By defining and analyzing these gaps, the management team can create an action plan to move the organization forward and fill in the performance gaps.","inline_featured_image":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"source_url":"https:\/\/www.visual-paradigm.com\/guide\/bpmn\/how-to-perform-gap-analysis-with-bpmn\/","source_h1_title":"How to Perform Gap Analysis with BPMN?","fifu_image_url":"","fifu_image_alt":"","_fifu_image_alt":"","fifu_alt":"","_fifu_alt":"","fifu_image_title":"","_fifu_image_title":"","fifu_input_alt":"","vp_image_hash":"8918a880546fb7821a94eeaf460d1653a4ba01d5963a0e49c8d4ac3a4656d0de"},"asset-category":[20],"class_list":["post-7913","gallery","type-gallery","status-publish","has-post-thumbnail","hentry","asset-category-bpmn"],"source_url":"https:\/\/www.visual-paradigm.com\/guide\/bpmn\/how-to-perform-gap-analysis-with-bpmn\/","source_h1_title":"How to Perform Gap Analysis with BPMN?","fifu_image_url":"","fifu_image_alt":"","vp_image_hash":"8918a880546fb7821a94eeaf460d1653a4ba01d5963a0e49c8d4ac3a4656d0de","yoast_head":"\nGap Between Current And Desired State With Action Plan<\/title>\n<meta name=\"description\" content=\"Gap analysis involves the comparison of actual performance with potential performance. For example, a company does not make the best use of current resources, it may perform below an idealized potential. In other words, gap analysis is the process people use to examine their current state (or as-is process) with their desired state (to-be process) of a company. One effective technique for transforming vision into results is to develop and populate an As-Is and To-Be BPMN diagrams. The As-Is diagram describes the present state of the organization's process, culture, and capabilities. The To-Be diagram describes the future state; in other words, how the organization's process, culture, and capabilities will appear in the future. This studying of the As-is and To-be process results in identifying the difference between the current and target business state, known as the gap, which is an important part of any business process reengineering\/improvement initiative. What is As-Is \/ To-Be Process? The as-is state of a process is the "now" state. It's how the process operates before you make any changes or improvements. The to-be process, on the other hand, is the future state. The "as-is" allows you to get an accurate view of how the process currently works. Once you already know how the process is, you can analyze it and propose certain improvements. BPMN is the most widely used notation for documenting the GAP analysis. Gap refers to the space between "where we are" (the present state) and "where we want to be" (the target state). A company can recognize its current state\u2014by measuring time, money, and labor\u2014and compare it to its target state. By defining and analyzing these gaps, the management team can create an action plan to move the organization forward and fill in the performance gaps.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.learn-vp.com\/pl\/gallery\/gap-between-current-and-desired-state-with-action-plan\/\" \/>\n<meta property=\"og:locale\" content=\"pl_PL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Gap Between Current And Desired State With Action Plan\" \/>\n<meta property=\"og:description\" content=\"Gap analysis involves the comparison of actual performance with potential performance. For example, a company does not make the best use of current resources, it may perform below an idealized potential. 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The "as-is" allows you to get an accurate view of how the process currently works. Once you already know how the process is, you can analyze it and propose certain improvements. BPMN is the most widely used notation for documenting the GAP analysis. Gap refers to the space between "where we are" (the present state) and "where we want to be" (the target state). A company can recognize its current state\u2014by measuring time, money, and labor\u2014and compare it to its target state. By defining and analyzing these gaps, the management team can create an action plan to move the organization forward and fill in the performance gaps.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.learn-vp.com\/pl\/gallery\/gap-between-current-and-desired-state-with-action-plan\/\" \/>\n<meta property=\"og:site_name\" content=\"Learn VP\" \/>\n<meta property=\"article:modified_time\" content=\"2026-10-09T04:22:23+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.visual-paradigm.com\/servlet\/editor-content\/guide\/bpmn\/how-to-perform-gap-analysis-with-bpmn\/sites\/7\/2019\/07\/gap-analysis.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1024\" \/>\n\t<meta property=\"og:image:height\" content=\"1024\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Szacowany czas czytania\" \/>\n\t<meta name=\"twitter:data1\" content=\"6 minut\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.learn-vp.com\\\/pl\\\/gallery\\\/gap-between-current-and-desired-state-with-action-plan\\\/\",\"url\":\"https:\\\/\\\/www.learn-vp.com\\\/pl\\\/gallery\\\/gap-between-current-and-desired-state-with-action-plan\\\/\",\"name\":\"Gap Between Current And Desired State With Action Plan\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.learn-vp.com\\\/pl\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/www.learn-vp.com\\\/pl\\\/gallery\\\/gap-between-current-and-desired-state-with-action-plan\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/www.learn-vp.com\\\/pl\\\/gallery\\\/gap-between-current-and-desired-state-with-action-plan\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.visual-paradigm.com\\\/servlet\\\/editor-content\\\/guide\\\/bpmn\\\/how-to-perform-gap-analysis-with-bpmn\\\/sites\\\/7\\\/2019\\\/07\\\/gap-analysis.png\",\"datePublished\":\"2026-08-20T04:10:13+00:00\",\"dateModified\":\"2026-10-09T04:22:23+00:00\",\"description\":\"Gap analysis involves the comparison of actual performance with potential performance. 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It's how the process operates before you make any changes or improvements. The to-be process, on the other hand, is the future state. The \"as-is\" allows you to get an accurate view of how the process currently works. Once you already know how the process is, you can analyze it and propose certain improvements. BPMN is the most widely used notation for documenting the GAP analysis. Gap refers to the space between \"where we are\" (the present state) and \"where we want to be\" (the target state). A company can recognize its current state\u2014by measuring time, money, and labor\u2014and compare it to its target state. By defining and analyzing these gaps, the management team can create an action plan to move the organization forward and fill in the performance gaps.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/www.learn-vp.com\/pl\/gallery\/gap-between-current-and-desired-state-with-action-plan\/","og_locale":"pl_PL","og_type":"article","og_title":"Gap Between Current And Desired State With Action Plan","og_description":"Gap analysis involves the comparison of actual performance with potential performance. For example, a company does not make the best use of current resources, it may perform below an idealized potential. In other words, gap analysis is the process people use to examine their current state (or as-is process) with their desired state (to-be process) of a company. One effective technique for transforming vision into results is to develop and populate an As-Is and To-Be BPMN diagrams. The As-Is diagram describes the present state of the organization's process, culture, and capabilities. The To-Be diagram describes the future state; in other words, how the organization's process, culture, and capabilities will appear in the future. This studying of the As-is and To-be process results in identifying the difference between the current and target business state, known as the gap, which is an important part of any business process reengineering\/improvement initiative. What is As-Is \/ To-Be Process? The as-is state of a process is the \"now\" state. It's how the process operates before you make any changes or improvements. The to-be process, on the other hand, is the future state. The \"as-is\" allows you to get an accurate view of how the process currently works. Once you already know how the process is, you can analyze it and propose certain improvements. BPMN is the most widely used notation for documenting the GAP analysis. Gap refers to the space between \"where we are\" (the present state) and \"where we want to be\" (the target state). A company can recognize its current state\u2014by measuring time, money, and labor\u2014and compare it to its target state. 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