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| Criterion |  Decision Making Risk Matrix |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | Low | Medium | High | Low |
Timedifferent | 30-60 min | 1-2 h | Half day | 45-90 min |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery |