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| Criterion |  Product Discovery Assumption Mapping |  Systems Thinking Intervention Mapping |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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 | Medium | High | High | High |
Timedifferent | 45-60 min | 1-5 Tage | Half day | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | AssumptionsRiskExperimentsValidation | ChangeSystems thinkingCapability | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |