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| Criterion |  Product Strategy Lean Canvas |  Decision Making Risk Matrix |  Innovation Lean Startup |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 1-6 | 3-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Risk Matrix, Top Risk List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RiskDecisionPrioritizationAssessment | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery |