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| Criterion |  Decision Making Constraint Analysis |  Business Strategy GAP Analysis |  Business Strategy SWOT Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-3 h | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Gap Matrix, Action Plan, Risk Notes | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategyAnalysisPlanning | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |