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| Criterion |  Product Discovery Opportunity Solution Tree |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | Half day | 1-2 h | 30-60 min |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | Counter Metric List, Guardrail Definitions |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | MetricsMeasurementStrategyExperiments |