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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking VUCA Scan |  Business Strategy GAP Analysis |  Business Strategy Business Model 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 30-90 min | 1-3 h | 1-2 h |
Participantsdifferent | 3-8 | 1-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VUCA Map, Response Options, Signal and Learning Plan | Gap Matrix, Action Plan, Risk Notes | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | SensemakingUncertaintyComplexityStrategyForesight | StrategyAnalysisPlanning | Business modelStrategyValueInnovation |