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| Criterion |  Business Strategy Value Chain Analysis |  Innovation Lean Startup |  Product Discovery Assumption Mapping |
|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | Half day | Wochen bis Monate je Lernzyklus | 45-60 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation |
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