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| Criterion |  Product Strategy Lean Canvas |  Facilitation Power Interest Grid |  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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | High |
Timedifferent | 45-90 min | 30-60 min | Half day |
Participantsdifferent | 1-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Power Interest Grid, Strategy per Stakeholder | Value Chain Map, Lever List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | StakeholdersFacilitationAlignmentPlanning | StrategyBusiness modelDiagnosisAnalysis |
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