View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Value Chain Analysis |  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. | 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 | Medium | Low |
Timedifferent | Half day | 1-3 h | 30-60 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentPlanning |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
