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| Criterion |  Product Strategy Impact Mapping |  Agile Ideal Days |  Business Strategy Business Model Stress Test |  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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | 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 | Low | High | High |
Timedifferent | 45-90 min | 15-60 min | Half day | Half day |
Participantsdifferent | 3-8 | 2-9 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | EstimationEffortAgile | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |