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| Criterion |  Decision Making Option Framing |  Business Strategy Three Horizons |  Business Strategy PESTLE Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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 | Medium | Low |
Timedifferent | 45-120 min | Halbtags-Workshop, dann iterativ | 1-3 h | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | PESTLE Map, External Risks, Strategic Questions | SWOT matrix, Strategic options, Action list |
Tags1 shared | OptionsDecision framingStrategyComparison | StrategyInnovationPortfolioForesight | StrategyMarketAnalysis | StrategyAnalysisMarketPositioning |