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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making RAPID |  Facilitation Alignment Mapping |  Decision Making Decision Rights 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-90 min | 1-2 h | 90-180 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | RAPID Role Map, Recommendation, Decision Log | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DecisionRolesGovernance | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility |