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| Criterion |  Business Strategy Business Model Stress Test |  Decision Making Pre-Mortem |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Low | Low | High |
Timedifferent | Half day | 20–45 min | 45-90 min | Half day |
Participantsdifferent | 3-8 | Small cross-functional group | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Stress Test Report, Action Plan per Scenario | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | StrategyBusiness modelRiskDiagnosis | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |