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| Criterion |  Product Discovery Dual-Track Agile |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | Low | Medium | High |
Timedifferent | Laufend, Wochen bis Monate | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 4-10 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | AgileDiscoveryDelivery | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |