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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Systems Mapping |  Domain Modeling Context Map |  Domain Modeling Bounded Context Canvas |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | When a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 1-3 h | 1-3 h |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | System Map, Dependencies, Leverage Points | Context Map, Integration Patterns, Boundary Notes | Context Canvas, Glossary, Integration Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingMappingBoundariesChange | Domain-Driven DesignBoundariesStrategy | Domain-Driven DesignBoundariesModeling |