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| Criterion |  Operations Accountability Ladder |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|
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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 20-45 min | Half day | 45-60 min |
Participantsdifferent | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation |
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