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| Criterion |  Decision Making PERT Estimation |  Decision Making Argument Mapping |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 15-45 min | 1-3 h | Half day | Half day |
Participantsdifferent | 1-8 | 1-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | EstimationUncertaintyRisk | SensemakingDecisionRationale | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |