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| Criterion |  Product Strategy Lean Canvas |  Knowledge Modeling Knowledge Mapping |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 1-6 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StartupLeanAssumptionsBusiness model | KnowledgeMappingRisk | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery |