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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  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. | 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. | 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 | Low | Low |
Timedifferent | Half day | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentPlanning |
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