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| Criterion |  Decision Making OODA Loop |  Business Strategy Business Model Canvas |  Decision Making Assumption Surfacing |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 1-2 h | 45-90 min | 2-4 h |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Business Model Canvas, Assumption List, Business Hypotheses | Assumption List, Critical Assumptions, Learning Plan | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | DecisionChangeLearningStrategy | Business modelStrategyValueInnovation | AssumptionsRiskDecisionDiscovery | StrategyPositioningInnovationValue |