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| Criterion |  Decision Making Red Teaming |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 | High | High | High | Low |
Timedifferent | 1-4 h | Half day | Half day | 45-90 min |
Participantsdifferent | 3-8 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionSensemaking | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery |