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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Agile Example 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 a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. |
Complexitydifferent | Low | High | Low |
Timedifferent | 45-90 min | Half day | 30-60 min |
Participantsdifferent | 2-8 | 3-8 | 3-7 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Example Map, Acceptance Criteria, Open Questions |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | Behavior-Driven DevelopmentRequirementsExamplesRefinement |
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