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| Criterion |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. | 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 | 15-60 min je Zyklus | Half day | 45-90 min | Half day |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelRiskDiagnosis |