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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE 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. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | Half day | 1-3 h | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | StrategyDecisionAssumptionsHypothesis |