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| Criterion |  Operations Accountability Ladder |  Business Strategy Business Model Stress Test |  Facilitation Responsibility Poker |  Business Strategy Value Chain 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 20-45 min | Half day | 45-90 min | Half day |
Participantsdifferent | 1-8 | 3-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Stress Test Report, Action Plan per Scenario | Responsibility Map, Role Agreements, Open Questions | Value Chain Map, Lever List |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyBusiness modelRiskDiagnosis | RolesResponsibilityTeamFacilitation | StrategyBusiness modelDiagnosisAnalysis |