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| Criterion |  Decision Making Constraint Analysis |  Business Strategy Business Model Stress Test |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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 | Low | High | Low | High |
Timedifferent | 30-90 min | Half day | 45-90 min | Half day |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Stress Test Report, Action Plan per Scenario | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |