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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | High | Low | High |
Timedifferent | Half day | Half day | 60–90 min | Half day |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | StrategyBusiness modelRiskDiagnosis |