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| Criterion |  Business Strategy Value Chain Analysis |  Knowledge Modeling Concept Mapping |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 1-2 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 3-8 | 1-8 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Concept Map, Relationship Labels, Knowledge Gaps | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | KnowledgeConceptsMappingSensemaking | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |