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| Criterion |  Product Discovery Opportunity Solution Tree |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | High |
Timedifferent | 1-2 h Setup, laufend | 45-90 min | Half day |
Participantsdifferent | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis |
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