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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  Product Strategy DIBB |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Half day | 1-2 h | 1-2 h | 45-90 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 | DIBB document, Belief list, Bet list, Learning report | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskDecisionDiscovery |