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| Criterion |  Business Strategy GAP Analysis |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 45-60 min | 1-4 h | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StrategyAnalysisPlanning | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking | RiskDecisionFailurePlanning |