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| Criterion |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-60 min | Half day | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning |