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| Criterion |  Business Strategy PESTLE Analysis |  Decision Making OODA Loop |  Business Strategy GAP Analysis |  Decision Making Constraint 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 1-3 h | 30-90 min |
Participantsdifferent | 2-10 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Situation Assessment, Decision Loop, Action Updates | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyMarketAnalysis | DecisionChangeLearningStrategy | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions |