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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 30-60 min je Interview | Half day | 45-60 min |
Participantsdifferent | 5-12 Interviews | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation |
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