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| Criterion |  Product Strategy Lean Canvas |  Decision Making Risk Matrix |  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 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. | 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 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Risk Matrix, Top Risk List | Value Chain Map, Lever List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RiskDecisionPrioritizationAssessment | StrategyBusiness modelDiagnosisAnalysis |
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