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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Product Discovery Riskiest Assumption Test |  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 an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | 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 | Medium |
Timedifferent | 30-60 min je Interview | Half day | 1-2 Wochen pro Iteration | 45-60 min |
Participantsdifferent | 5-12 Interviews | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | Prioritized Assumption List, Test Plan, Results Report | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | ExperimentsValidationDiscoveryAssumptions | AssumptionsRiskExperimentsValidation |