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| Criterion |  Product Strategy Impact Mapping |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 45-90 min | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List |
Tags1 shared | OutcomesStrategyBehaviorPlanning | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis |
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