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| Criterion |  Operations Visual Management |  Business Strategy Business Model Stress Test |  Operations ABC Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | Ongoing | Half day | 30-60 min | Half day |
Participantsdifferent | 1-20 | 3-8 | 1-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Stress Test Report, Action Plan per Scenario | ABC Classification, Focus Rules, Control List | Value Chain Map, Lever List |
Tagsno overlap | SignalsOperationsVisual management | StrategyBusiness modelRiskDiagnosis | PrioritizationOperationsPortfolio | StrategyBusiness modelDiagnosisAnalysis |