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| Criterion |  Operations Accountability Ladder |  Business Strategy Ansoff Matrix |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 20-45 min | 45-90 min | Half day | 30-60 min |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Ansoff Matrix, Growth Options, Risk Notes | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tagsno overlap | ResponsibilityLeadershipTeam | GrowthStrategyMarketPortfolio | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |