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| Criterion |  Operations Visual Management |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | Ongoing | 45-90 min | Half day | 45-60 min |
Participantsdifferent | 1-20 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | SignalsOperationsVisual management | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation |