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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Business Strategy Ansoff Matrix |  Business Strategy SWOT 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. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | Half day | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Ansoff Matrix, Growth Options, Risk Notes | SWOT matrix, Strategic options, Action list |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | GrowthStrategyMarketPortfolio | StrategyAnalysisMarketPositioning |