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Selected:Impact MappingARID (Active Reviews for Intermediate Designs)Value Chain AnalysisGAP Analysis
| Criterion |  Product Strategy Impact Mapping |  Architecture ARID (Active Reviews for Intermediate Designs) |  Business Strategy Value Chain Analysis |  Business Strategy GAP 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 2–4 h review as a planning range; preparation and evaluation additional | Half day | 1-3 h |
Participantsdifferent | 3-8 | Designers, developers as users, and facilitation | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ArchitectureEngineeringFeedbackValidationTasks | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |