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| Criterion |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20–45 min | 45-60 min | Half day | 1-2 h |
Participantsdifferent | Small cross-functional group | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis |