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| Criterion |  Team Design Team API |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | Half day initial, dann laufend | Half day | 30-60 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Team API Document | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | TeamAlignmentCommunicationService | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning |