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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  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. | 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. | 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 | High | Low | Low |
Timedifferent | 45-90 min | Half day | 45-90 min | 20–45 min |
Participantsdifferent | 3-8 | 3-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning |