Define the target state precisely first, because a gap is only measurable against something specific. Assess the current state on exactly the same dimensions, list the differences, then classify each gap by whether process, people, data, or technology closes it. Finish with options and cost rather than a list of gaps, since a gap register with no recommendation is not a decision aid.
Why interviewers ask this
Interviewers want structure and an outcome. The common weakness is describing current and future state and stopping there, leaving the reader holding a list. They listen for the same dimensions used on both sides so the comparison is valid, for classifying gaps by the type of change needed, and for closing with a costed recommendation, which is what the sponsor actually asked you for.
How to structure your answer
- Pin down the target state as capabilities, not a product.
- Assess current state on identical dimensions.
- Classify each gap by process, people, data, or technology.
- Close with costed options and a recommendation.
Example answer
I start from the target state, because a gap only means something against a specific destination. If the target is vague I go and make it concrete first, usually with the sponsor, and I write it as capabilities rather than as a product. Then I assess current state on exactly the same dimensions so the comparison is honest, which sounds obvious but people frequently document current state one way and future state another, and then the comparison is decorative. Once I have the gaps I classify each one by what actually closes it: process change, people and skills, data, or technology, because those have wildly different costs and owners. On a finance system review about half of what looked like system gaps turned out to be process and training, which changed the shape of the whole business case. Then I finish with options and costs, because the sponsor asked me for a decision, not a register.
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See how it worksFollow-up questions to expect
- How do you handle a target state that leadership has not agreed on?
- How do you size a gap when the data does not exist?
- What do you do when the biggest gap is organizational rather than technical?
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