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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Counter Metrics |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 30-60 min | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 3-8 | 2-6 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Counter Metric List, Guardrail Definitions | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | MetricsMeasurementStrategyExperiments | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |