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| Criterion |  Decision Making RAPID |  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. | 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 | Low |
Timedifferent | 45-90 min | Half day | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionRolesGovernance | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery |
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