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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Lean Canvas |  Business Strategy GAP Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 45-90 min | 1-3 h | 1-2 h |
Participantsdifferent | 3-8 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog | Gap Matrix, Action Plan, Risk Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model | StrategyAnalysisPlanning | StrategyDecisionAssumptionsHypothesis |