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| Criterion |  Product Discovery Dual-Track Agile |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | Laufend, Wochen bis Monate | Half day | 45-60 min |
Participantsdifferent | 4-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | AgileDiscoveryDelivery | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation |
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