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| Criterion |  Decision Making Pre-Mortem |  Operations ABC Analysis |  Business Strategy Ansoff Matrix |  Product Strategy ICE Scoring |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | ABC Classification, Focus Rules, Control List | Ansoff Matrix, Growth Options, Risk Notes | ICE Table, Top Idea List |
Tagsno overlap | RiskDecisionFailurePlanning | PrioritizationOperationsPortfolio | GrowthStrategyMarketPortfolio | PrioritizationScoringGrowthDecision |