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| Criterion |  Business Strategy SWOT Analysis |  Business Strategy Value Chain Analysis |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 30-60 min | Half day | Half day |
Participantsdifferent | 3-12 | 3-8 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | SWOT matrix, Strategic options, Action list | Value Chain Map, Lever List | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | StrategyAnalysisMarketPositioning | StrategyBusiness modelDiagnosisAnalysis | TeamAlignmentCollaborationOrganization |
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