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| Criterion |  Business Strategy Value Chain Analysis |  Delivery Value Stream Mapping |  Business Strategy GAP Analysis |  Delivery Communication Plan |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 1-3 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-8 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Current-state map, Future-state map, Bottleneck list | Gap Matrix, Action Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | LeanFlowWasteDelivery | StrategyAnalysisPlanning | CommunicationStakeholdersDeliveryPlanning |