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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Dot Estimation |  Decision Making Delphi Method |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | Half day | 5-20 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-8 | 3-20 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Effort Heatmap, Risk Signals, Discussion Targets | Expert Forecast, Consensus Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortRisk | ForecastingExpertsDecisionStrategy | AssumptionsRiskDecisionDiscovery |