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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20–45 min | Half day | 45-60 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation | StrategyAnalysisPlanning |