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| Criterion |  Product Strategy Lean Canvas |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | High |
Timedifferent | 45-90 min | 15-60 min je Zyklus | Half day |
Participantsdifferent | 1-6 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis |
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