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| Criterion |  Team Design Team Cognitive Load Assessment |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | Medium | Medium | High |
Timedifferent | 60-90 min | 1-3 h | 45-90 min | Half day |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List |
Tagsno overlap | TeamComplexityImprovementDiagnosis | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis |