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| Criterion |  Business Strategy Value Chain Analysis |  Operations Accountability Ladder |  Facilitation Responsibility Poker |
|---|---|---|---|
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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | High | Low | Low |
Timedifferent | Half day | 20-45 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Ownership Reflection, Action Commitment, Coaching Notes | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ResponsibilityLeadershipTeam | RolesResponsibilityTeamFacilitation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
