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| Criterion |  Business Strategy Strategy Map |  Decision Making Constraint Analysis |  Product Discovery Assumption Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 30-90 min | 45-60 min | 20–45 min |
Participantsdifferent | 4-10 | 2-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption map, Test backlog, Risk ranking | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | AlignmentExecutionGoalsCausality | ConstraintsDecisionPlanningOptions | AssumptionsRiskExperimentsValidation | RiskDecisionFailurePlanning |