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| Criterion |  Business Strategy TOWS Matrix |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 30-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-10 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyAnalysisOptions | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | StrategyDecisionAssumptionsHypothesis |