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| Criterion |  Product Discovery Working Backwards |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | Half day | 30-60 min | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | VisionNarrativeAlignment | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |