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| Criterion |  Delivery Communication Plan |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 45-90 min | Half day | 30-60 min | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Communication Plan, Channel Matrix, Message Cadence | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | CommunicationStakeholdersDeliveryPlanning | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |