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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |  Decision Making DACI |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 90-180 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 4-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation | DecisionRolesGovernanceAlignment |