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| Criterion |  Decision Making Pre-Mortem |  Operations ALPEN Method |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 20–45 min | 10-20 min daily | Half day | Half day |
Participantsdifferent | Small cross-functional group | 1 | 3-8 | 3-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Daily Plan, Time Estimates, Review Notes | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | PlanningTime managementProductivityOperations | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |