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| Criterion |  Decision Making PERT Estimation |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 15-45 min | 1-3 h | Half day | 0.5-2 Tage |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyRisk | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyUncertaintyPlanning |