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| Criterion |  Team Design Team API |  Business Strategy Value Chain Analysis |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|
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 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 | Half day initial, dann laufend | Half day | Half day |
Participantsdifferent | Ein Team plus Stakeholder | 3-8 | Team-Leads plus Architecture |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Team API Document | Value Chain Map, Lever List | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | TeamAlignmentCommunicationService | StrategyBusiness modelDiagnosisAnalysis | TeamAlignmentCollaborationOrganization |
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