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| Criterion |  Product Strategy Impact Mapping |  Operations ALPEN Method |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Low | High |
Timedifferent | 45-90 min | 10-20 min daily | Half day |
Participantsdifferent | 3-8 | 1 | 3-8 |
Formatdifferent | Workshop | Async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Daily Plan, Time Estimates, Review Notes | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | PlanningTime managementProductivityOperations | StrategyBusiness modelDiagnosisAnalysis |
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