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| Criterion |  Decision Making Radar |  Product Strategy Lean Canvas |  Decision Making Assumption Surfacing |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | Half day |
Participantsdifferent | 2-10 | 1-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | AssessmentPortfolioCapability | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelRiskDiagnosis |