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| Criterion |  Decision Making Option Framing |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-120 min | 45-60 min | Half day | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | OptionsDecision framingStrategyComparison | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions |