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| Criterion |  Business Strategy Value Chain Analysis |  Operations ALPEN Method |  Decision Making Assumption Surfacing |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Half day | 10-20 min daily | 45-90 min | 1-3 h |
Participantsdifferent | 3-8 | 1 | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Daily Plan, Time Estimates, Review Notes | Assumption List, Critical Assumptions, Learning Plan | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | PlanningTime managementProductivityOperations | AssumptionsRiskDecisionDiscovery | StrategyAnalysisPlanning |