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| Criterion |  Operations Visual Management |  Business Strategy Business Model Stress Test |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | Ongoing | Half day | 45-60 min | Half day |
Participantsdifferent | 1-20 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Stress Test Report, Action Plan per Scenario | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | SignalsOperationsVisual management | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |