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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Dot Estimation |  Business Strategy GAP Analysis |  Agile Ideal Days |
|---|---|---|---|---|
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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 5-20 min | 1-3 h | 15-60 min |
Participantsdifferent | 3-8 | 3-20 | 2-8 | 2-9 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Effort Heatmap, Risk Signals, Discussion Targets | Gap Matrix, Action Plan, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortRisk | StrategyAnalysisPlanning | EstimationEffortAgile |