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| Criterion |  Operations Accountability Ladder |  Business Strategy GAP Analysis |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | High |
Timedifferent | 20-45 min | 1-3 h | Half day |
Participantsdifferent | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis |
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