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Criterion
Paper illustration of a branching impact map with a Why goal at the root, actor circles, How behavior changes and What options.
Product Strategy
Impact Mapping
Paper illustration of Business Model Stress Test with its method-specific working model.
Business Strategy
Business Model Stress Test
Paper illustration of a Lean Canvas with nine fields, notes, and one highlighted learning risk.
Product Strategy
Lean Canvas
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.A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario.When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable.
Complexitydifferent
MediumHighMedium
Timedifferent
45-90 minHalf day45-90 min
Participantsdifferent
3-83-81-6
Formatdifferent
WorkshopWorkshopWorkshop + async
Outputdifferent
Impact Map, Outcome Hypotheses, Delivery OptionsStress Test Report, Action Plan per ScenarioLean Canvas, Core Assumptions, Experiment Backlog
Tagsno overlap
OutcomesStrategyBehaviorPlanning
StrategyBusiness modelRiskDiagnosis
StartupLeanAssumptionsBusiness model
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Methods with strong topical overlap with the current selection, not yet in the comparison.

Paper illustration of Value Chain Analysis with its method-specific working model.
Business Strategy
Value Chain Analysis
Paper illustration of VRIO Framework with its method-specific working model.
Business Strategy
VRIO Framework
Paper illustration of a calm four-quadrant Assumption Map with hypothesis cards and emphasis on important assumptions with little evidence.
Product Discovery
Assumption Mapping
Paper illustration of an assumption matrix with prioritized test cards
Decision Making
Assumption Surfacing