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| Criterion |  Operations Accountability Ladder |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 1-8 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | ResponsibilityLeadershipTeam | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation |