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| Criterion |  Product Discovery Dual-Track Agile |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  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. | 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. | 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 | Low | Medium |
Timedifferent | Laufend, Wochen bis Monate | Half day | 45-90 min | 45-60 min |
Participantsdifferent | 4-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | AgileDiscoveryDelivery | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |