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| Criterion |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  Product Discovery Problem Interview |  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. | 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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 30-60 min je Interview | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 5-12 Interviews | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Problem Evidence, Risk Notes, Customer Segments | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | DiscoveryInterviewsValidation | RiskDecisionFailurePlanning |