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| Criterion |  Decision Making Decision Tree |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy TOWS Matrix |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-90 min | 2-4 h | 1-2 h | 30-90 min |
Participantsdifferent | 1-6 | 3-10 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Strategy Canvas, Value Curve, ERRC Actions | TOWS Matrix, Strategic Options, Priority Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | StrategyPositioningInnovationValue | StrategyAnalysisOptions | ConstraintsDecisionPlanningOptions |