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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |  Product Strategy Impact Mapping |
|---|---|---|---|
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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | High | Low | Medium |
Timedifferent | Half day | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning | OutcomesStrategyBehaviorPlanning |
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