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| Criterion |  Domain Modeling Context Map |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | 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. | 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 | Medium | High | Low | Low |
Timedifferent | 1-3 h | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | StrategyDecisionAssumptionsHypothesis |