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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |
|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | High | High | Medium |
Timedifferent | Half day | Half day | 1-3 h |
Participantsdifferent | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | StrategyAnalysisPlanning |
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