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| Criterion |  Product Strategy Lean Canvas |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h | Half day | 60–90 min |
Participantsdifferent | 1-6 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StartupLeanAssumptionsBusiness model | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis | StakeholdersAlignmentFacilitationChange |