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| Criterion |  Operations Bottleneck Analysis |  Business Strategy TOWS Matrix |  Product Strategy DIBB |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 | 3-8 | 3-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | TOWS Matrix, Strategic Options, Priority Actions | DIBB document, Belief list, Bet list, Learning report | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FlowMeasurementConstraints | StrategyAnalysisOptions | StrategyDecisionAssumptionsHypothesis | DecisionTreeOptions |