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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Team Charter |  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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Medium | Medium | Low |
Timedifferent | Half day | 2-4 h | 1-2 h | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |