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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Decision Making Decision Matrix |
|---|---|---|---|
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. | 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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | High | Low | Medium |
Timedifferent | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | DecisionCriteriaScoringTradeoffs |
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