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| Criterion |  Business Strategy Business Model Stress Test |  Engineering Fault Isolation |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | Half day | 30-180 min | 45-90 min | Half day |
Participantsdifferent | 3-8 | 1-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Stress Test Report, Action Plan per Scenario | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | StrategyBusiness modelRiskDiagnosis | TroubleshootingDiagnosisEngineering | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |