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| Criterion |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 45-60 min | Half day | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |
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