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| Criterion |  Decision Making RAPID |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | 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. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 45-90 min | Half day | Half day | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionRolesGovernance | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery |