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| Criterion |  Decision Making Pre-Mortem |  Product Strategy DIBB |  Business Strategy Scenario Planning |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20–45 min | 1-2 h | 0.5-2 Tage | 45-60 min |
Participantsdifferent | Small cross-functional group | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | DIBB document, Belief list, Bet list, Learning report | Scenario Set, Strategic Implications, Robust Options | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDecisionAssumptionsHypothesis | StrategyUncertaintyPlanning | AssumptionsRiskExperimentsValidation |