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| Criterion |  Growth Golden Circle |  Agile Ideal Days |  Facilitation Expectation Mapping |  Team Design Team API |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 15-60 min | 45-90 min | Half day initial, dann laufend |
Participantsdifferent | 1-8 | 2-9 | 3-12 | Ein Team plus Stakeholder |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Expectation Map, Alignment Notes, Agreements | Team API Document |
Tagsno overlap | MarketingPositioningCommunication | EstimationEffortAgile | AlignmentStakeholdersTeam | TeamAlignmentCommunicationService |