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| Criterion |  Operations Change Analysis |  Product Strategy DIBB |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-120 min | 1-2 h | Half day | 15-60 min je Zyklus |
Participantsdifferent | 2-6 | 2-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy |