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| Criterion |  Decision Making Decision Tree |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | 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. |
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 | Value Chain Map, Lever List | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | DecisionTreeOptions | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyBusiness modelRiskDiagnosis |