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| Criterion |  Knowledge Modeling Knowledge Mapping |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 45-90 min | Half day | 45-60 min |
Participantsdifferent | 3-12 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | KnowledgeMappingRisk | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation |