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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |  Business Strategy GAP Analysis |  Product Discovery Riskiest Assumption Test |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 45-60 min | 1-3 h | 1-2 Wochen pro Iteration |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking | Gap Matrix, Action Plan, Risk Notes | Prioritized Assumption List, Test Plan, Results Report |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation | StrategyAnalysisPlanning | ExperimentsValidationDiscoveryAssumptions |