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| Criterion |  Business Strategy GAP Analysis |  Team Design Team Topologies Interaction Modes |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | 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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-3 h | Half day | Half day |
Participantsdifferent | 2-8 | Team-Leads plus Architecture | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Interaction Heat Map, Agreements per Pair | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisPlanning | TeamAlignmentCollaborationOrganization | StrategyBusiness modelDiagnosisAnalysis |
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