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| Criterion |  Decision Making Risk Matrix |  Product Strategy DIBB |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-60 min | 1-2 h | Half day | 45-60 min |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation |