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| Criterion |  Decision Making Risk Matrix |  Business Strategy Business Model Stress Test |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 30-60 min | Half day | 45-90 min | Half day |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Stress Test Report, Action Plan per Scenario | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |