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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Argument Mapping |  Business Strategy GAP Analysis |  Decision Making Constraint 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 1-3 h | 1-3 h | 30-90 min |
Participantsdifferent | 3-8 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Argument Map, Evidence Gaps, Decision Rationale | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | SensemakingDecisionRationale | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions |