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| Criterion |  Business Strategy Value Chain Analysis |  Domain Modeling Bounded Context Canvas |  Systems Thinking Systems Mapping |  Domain Modeling Context Map |
|---|---|---|---|---|
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 a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 1-3 h | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Context Canvas, Glossary, Integration Notes | System Map, Dependencies, Leverage Points | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Domain-Driven DesignBoundariesModeling | Systems thinkingMappingBoundariesChange | Domain-Driven DesignBoundariesStrategy |