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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  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 TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 | Medium | Low | Medium |
Timedifferent | Half day | 1-2 h | 45-90 min | 45-60 min |
Participantsdifferent | 3-8 | 3-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |