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| Criterion |  Decision Making Decision Tree |  Business Strategy Value Chain Analysis |  Decision Making Constraint Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 30-90 min | Half day | 30-90 min | Half day |
Participantsdifferent | 1-6 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Value Chain Map, Lever List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | DecisionTreeOptions | StrategyBusiness modelDiagnosisAnalysis | ConstraintsDecisionPlanningOptions | StrategyBusiness modelRiskDiagnosis |