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| Criterion |  Product Discovery Solution Interview |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  Product Discovery Problem Interview |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-60 min je Interview | 1-3 h | 45-90 min | 30-60 min je Interview |
Participantsdifferent | 5-10 Interviews | 2-8 | 2-8 | 5-12 Interviews |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Problem Evidence, Risk Notes, Customer Segments |
Tagsno overlap | ValidationInterviewsPrototype | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | DiscoveryInterviewsValidation |