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| Criterion |  Operations Accountability Ladder |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Growth A/B Testing |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 20-45 min | 45-60 min | Half day | 1-4 Wochen |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | Experiment results, Decision log, Learning summary |
Tagsno overlap | ResponsibilityLeadershipTeam | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | ExperimentsGrowthAnalyticsValidation |