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| Criterion |  Decision Making Option Framing |  Business Strategy Three Horizons |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
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. | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-120 min | Halbtags-Workshop, dann iterativ | Half day | 1-2 h |
Participantsdifferent | 3-8 | 3-12 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions |
Tags1 shared | OptionsDecision framingStrategyComparison | StrategyInnovationPortfolioForesight | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions |