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| Criterion |  Decision Making OODA Loop |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 15-60 min je Zyklus | 2-4 h | Half day | 30-60 min |
Participantsdifferent | 1-8 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Strategy Canvas, Value Curve, ERRC Actions | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tags1 shared | DecisionChangeLearningStrategy | StrategyPositioningInnovationValue | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |