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| Criterion |  Product Discovery Opportunity Solution Tree |  Business Strategy VRIO Framework |  Business Strategy Business Model Stress Test |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h Setup, laufend | 90-180 min | Half day | 45-60 min |
Participantsdifferent | 2-6 | 3-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | VRIO Table, Strategic Actions | Stress Test Report, Action Plan per Scenario | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskExperimentsValidation |