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| Criterion |  Knowledge Modeling Concept Mapping |  Business Strategy Value Chain Analysis |  Knowledge Modeling Knowledge Mapping |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 1-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Value Chain Map, Lever List | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StrategyBusiness modelDiagnosisAnalysis | KnowledgeMappingRisk | StrategyAnalysisPlanning |