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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Innovation Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
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. | 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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 1-3 h | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 10-50 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Idea pool, Theme clusters, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingWorkshopCollaborationIdeation |