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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Expectation Mapping |  Business Strategy GAP Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 45-90 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Expectation Map, Alignment Notes, Agreements | Gap Matrix, Action Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersTeam | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentPlanning |