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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Responsibility Poker |  Facilitation Alignment Mapping |  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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. | 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 | Low | Medium | Low |
Timedifferent | Half day | 45-90 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-8 | 3-10 | 4-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Responsibility Map, Role Agreements, Open Questions | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RolesResponsibilityTeamFacilitation | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |