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| Criterion |  Decision Making Constraint Analysis |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |  Business Strategy GAP 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 15-60 min je Zyklus | Half day | 1-3 h |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |