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| Criterion |  Product Discovery Assumption Mapping |  Business Strategy Strategy Execution Loop |  Growth Growth Experiment |  Product Discovery Learning Card |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | When growth ideas surface quickly, the temptation to build immediately instead of learning is high. A Growth Experiment frames an assumption so target group, lever, and measurement are clear before the first deployment. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-60 min | Initial 3-6 h, then monthly or quarterly reviews | 1-2 Wochen | 25-40 min |
Participantsdifferent | 2-8 | 5-12 | 1-6 | 1-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Execution Loop, Review Cadence, Strategic Learning Log | Experiment card, Result summary, Next bet | Learning Card with evidence and next action |
Tagsno overlap | AssumptionsRiskExperimentsValidation | ExecutionCadenceLearningGovernance | MarketingGrowthExperimentsLearning | ExperimentsValidationDiscoveryLearning |