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| Criterion |  Operations Bottleneck Analysis |  Business Strategy Value Chain Analysis |  Knowledge Modeling Concept Mapping |
|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-3 h | Half day | 1-2 h |
Participantsdifferent | 3-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Value Chain Map, Lever List | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | FlowMeasurementConstraints | StrategyBusiness modelDiagnosisAnalysis | KnowledgeConceptsMappingSensemaking |
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