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| Criterion |  Operations Accountability Ladder |  Business Strategy Scenario Planning |  Business Strategy GAP Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20-45 min | 0.5-2 Tage | 1-3 h | 30-60 min |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Scenario Set, Strategic Implications, Robust Options | Gap Matrix, Action Plan, Risk Notes | SWOT matrix, Strategic options, Action list |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyUncertaintyPlanning | StrategyAnalysisPlanning | StrategyAnalysisMarketPositioning |