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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Fake Door Test |  Decision Making Assumption Surfacing |  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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | 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 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 | Low | Medium |
Timedifferent | Half day | 1-5 Tage | 45-90 min | 1-2 Wochen pro Iteration |
Participantsdifferent | 3-8 | Nutzertraffic | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Click Data, Interest Signal, Learning Decision | Assumption List, Critical Assumptions, Learning Plan | Prioritized Assumption List, Test Plan, Results Report |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandDiscovery | AssumptionsRiskDecisionDiscovery | ExperimentsValidationDiscoveryAssumptions |