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| Criterion |  Operations Accountability Ladder |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20-45 min | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 1-8 | 3-8 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | GrowthStrategyMarketPortfolio |