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| Criterion |  Operations Accountability Ladder |  Business Strategy Value Chain Analysis |  Facilitation Responsibility Poker |  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. | 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 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. | 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 | High | Low | Medium |
Timedifferent | 20-45 min | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 1-8 | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Value Chain Map, Lever List | Responsibility Map, Role Agreements, Open Questions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyBusiness modelDiagnosisAnalysis | RolesResponsibilityTeamFacilitation | Business modelStrategyValueInnovation |