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| Criterion |  Knowledge Modeling Concept Mapping |  Business Strategy Value Chain Analysis |  Systems Thinking Systems Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | Half day | 1-3 h | 1-2 h |
Participantsdifferent | 1-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Value Chain Map, Lever List | System Map, Dependencies, Leverage Points | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingMappingBoundariesChange | Business modelStrategyValueInnovation |