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| Criterion |  Operations Bottleneck Analysis |  Business Strategy Value Chain Analysis |  Knowledge Modeling Concept Mapping |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | Half day | 1-2 h | 30-60 min |
Participantsdifferent | 3-8 | 3-8 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Value Chain Map, Lever List | Concept Map, Relationship Labels, Knowledge Gaps | Counter Metric List, Guardrail Definitions |
Tagsno overlap | FlowMeasurementConstraints | StrategyBusiness modelDiagnosisAnalysis | KnowledgeConceptsMappingSensemaking | MetricsMeasurementStrategyExperiments |