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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |  Agile ROAM Board |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Half day | 1-2 h | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning |