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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  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. | 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 | Medium |
Timedifferent | Half day | 1-3 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-8 | 2-8 | 10-50 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | BrainstormingWorkshopCollaborationIdeation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
