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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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. | 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 | Medium | High | Low | Low |
Timedifferent | 30-60 min je Interview | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 5-12 Interviews | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | StrategyDecisionAssumptionsHypothesis |