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| Criterion |  Product Strategy Product Canvas |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When product goal and feature scope don't yet fit cleanly together, it creates a shared working picture. It connects need, core features, and assumptions into a solid starting point. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Product Canvas, Product Assumptions, Scope Notes | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | CanvasDiscoveryScope | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning |