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| Criterion |  Business Strategy Strategy Map |  Growth A/B Testing |  Decision Making Assumption Surfacing |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 1-4 Wochen | 45-90 min | 1-5 Tage |
Participantsdifferent | 4-10 | 1-6 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Experiment results, Decision log, Learning summary | Assumption List, Critical Assumptions, Learning Plan | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | AlignmentExecutionGoalsCausality | ExperimentsGrowthAnalyticsValidation | AssumptionsRiskDecisionDiscovery | ValidationExperimentsDemandDiscovery |