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| Criterion |  Product Strategy Lean Canvas |  Architecture Risk Storming |  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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | 60-90 min | Half day |
Participantsdifferent | 1-6 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Annotated Diagram, Prioritized Risk List, Action Backlog | Value Chain Map, Lever List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RiskArchitectureWorkshopValidation | StrategyBusiness modelDiagnosisAnalysis |
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