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| Criterion |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Product Strategy KPI Tree |
|---|---|---|---|
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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 45-60 min | Half day | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | KPI Tree, Owner List |
Tagsno overlap | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | MetricsStrategyAlignmentMeasurement |
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