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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Domain Modeling Bounded Context Canvas |  Domain Modeling Context Map |
|---|---|---|---|---|
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. | 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 a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | Context Canvas, Glossary, Integration Notes | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | Domain-Driven DesignBoundariesModeling | Domain-Driven DesignBoundariesStrategy |