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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |