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| Criterion |  Operations ABC Analysis |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | Half day | 45-90 min | 30-60 min |
Participantsdifferent | 1-5 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment |