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| Criterion |  Business Strategy Value Chain Analysis |  Operations Accountability Ladder |  Facilitation Expectation Mapping |
|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | High | Low | Low |
Timedifferent | Half day | 20-45 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam |
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