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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Expectation Mapping |  Facilitation Stakeholder 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 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Low | Low |
Timedifferent | Half day | 45-90 min | 60–90 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange |
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