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| Criterion |  Product Discovery Problem Interview |  Business Strategy Business Model Stress Test |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | 30-60 min je Interview | Half day | 45-90 min | Half day |
Participantsdifferent | 5-12 Interviews | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Stress Test Report, Action Plan per Scenario | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |