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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Wideband Delphi |  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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | High | Low | Low |
Timedifferent | Half day | 1-4 h or multiple rounds | 1-2 h | 45-90 min |
Participantsdifferent | 3-8 | 4-12 Experten | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Estimate Range, Assumption Log, Expert Consensus Notes | DIBB document, Belief list, Bet list, Learning report | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationExpertsForecasting | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskDecisionDiscovery |