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| Criterion |  Business Strategy PESTLE Analysis |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | StrategyAnalysisMarketPositioning |