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