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| Criterion |  Operations Accountability Ladder |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | High | Low |
Timedifferent | 20-45 min | Half day | 30-60 min |
Participantsdifferent | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning |
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