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| Criterion |  Operations Change Analysis |  Decision Making Risk Matrix |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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 | Medium | Low | High | High |
Timedifferent | 45-120 min | 30-60 min | Half day | Half day |
Participantsdifferent | 2-6 | 3-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Risk Matrix, Top Risk List | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionPrioritizationAssessment | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |