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| Criterion |  Decision Making Decision Tree |  Product Strategy Impact Mapping |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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 | Medium | Medium | High | High |
Timedifferent | 30-90 min | 45-90 min | Half day | Half day |
Participantsdifferent | 1-6 | 3-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Impact Map, Outcome Hypotheses, Delivery Options | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | DecisionTreeOptions | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |