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| Criterion |  Product Discovery Dual-Track Agile |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE Analysis |  Business Strategy SWOT 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. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Laufend, Wochen bis Monate | Half day | 1-3 h | 30-60 min |
Participantsdifferent | 4-10 | 3-8 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions | SWOT matrix, Strategic options, Action list |
Tagsno overlap | AgileDiscoveryDelivery | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis | StrategyAnalysisMarketPositioning |