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| Criterion |  Business Strategy PESTLE Analysis |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 2-10 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | StrategyAnalysisMarketPositioning |