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| Criterion |  Engineering Kanban |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 1-3 h | Half day | 1-2 h |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | FlowVisual managementDelivery | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation |