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| Criterion |  Business Strategy PESTLE Analysis |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 2-10 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | StrategyAnalysisMarketPositioning |