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| Criterion |  Decision Making PERT Estimation |  Business Strategy Business Model Stress Test |  Product Strategy DIBB |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | High | Low | High |
Timedifferent | 15-45 min | Half day | 1-2 h | Half day |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Stress Test Report, Action Plan per Scenario | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List |
Tagsno overlap | EstimationUncertaintyRisk | StrategyBusiness modelRiskDiagnosis | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis |