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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Learning Card |  Decision Making Assumption Surfacing |  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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Half day | 25-40 min | 45-90 min | 45-60 min |
Participantsdifferent | 3-8 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Learning Card with evidence and next action | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ExperimentsValidationDiscoveryLearning | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |