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| Criterion |  Delivery Value Stream Mapping |  Business Strategy TOWS Matrix |  Product Strategy DIBB |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-2 h | 1-2 h | 30-90 min |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | TOWS Matrix, Strategic Options, Priority Actions | DIBB document, Belief list, Bet list, Learning report | Decision Tree, Option Map, Assumption List |
Tagsno overlap | LeanFlowWasteDelivery | StrategyAnalysisOptions | StrategyDecisionAssumptionsHypothesis | DecisionTreeOptions |