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| Criterion |  Domain Modeling Context Map |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | Half day | Half day | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Value Chain Map, Lever List | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange |