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| Criterion |  Decision Making PERT Estimation |  Business Strategy Value Chain Analysis |  Business Strategy Scenario Planning |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | 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 | High | High |
Timedifferent | 15-45 min | Half day | 0.5-2 Tage | Half day |
Participantsdifferent | 1-8 | 3-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Value Chain Map, Lever List | Scenario Set, Strategic Implications, Robust Options | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | EstimationUncertaintyRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyUncertaintyPlanning | StrategyBusiness modelRiskDiagnosis |