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| Criterion |  Business Strategy SWOT Analysis |  Team Design Team Topologies Interaction Modes |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Low | Medium | High |
Timedifferent | 30-60 min | Half day | Half day |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | SWOT matrix, Strategic options, Action list | Interaction Heat Map, Agreements per Pair | Value Chain Map, Lever List |
Tagsno overlap | StrategyAnalysisMarketPositioning | TeamAlignmentCollaborationOrganization | StrategyBusiness modelDiagnosisAnalysis |
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