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| Criterion |  Product Strategy Impact Mapping |  Product Strategy Lean Canvas |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 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. | 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. | 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 | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 20–45 min |
Participantsdifferent | 3-8 | 1-6 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning |