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| Criterion |  Business Strategy PESTLE Analysis |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 20–45 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning | StrategyAnalysisMarketPositioning |