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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Growth A/B Testing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 45-90 min | Half day | 1-4 Wochen | 45-60 min |
Participantsdifferent | 2-8 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Experiment results, Decision log, Learning summary | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | ExperimentsGrowthAnalyticsValidation | AssumptionsRiskExperimentsValidation |