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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Business Model Stress Test |  Decision Making Decision Matrix |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 45-90 min | Half day | 45-90 min | Half day |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Stress Test Report, Action Plan per Scenario | Decision Matrix, Scoring Rationale, Selected Option | Value Chain Map, Lever List |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelRiskDiagnosis | DecisionCriteriaScoringTradeoffs | StrategyBusiness modelDiagnosisAnalysis |