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| Criterion |  Product Strategy Impact Mapping |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 45-90 min | 45-60 min | Half day |
Participantsdifferent | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |
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