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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 45-90 min | 2-4 h | Half day | 1-2 h |
Participantsdifferent | 2-8 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Strategy Canvas, Value Curve, ERRC Actions | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyPositioningInnovationValue | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis |