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| Criterion |  Systems Thinking Leverage Points |  Product Discovery Assumption Mapping |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | High | Medium | High | High |
Timedifferent | Half day | 45-60 min | Half day | Half day |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Assumption map, Test backlog, Risk ranking | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | Systems thinkingChangeStrategy | AssumptionsRiskExperimentsValidation | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |