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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Business Model Canvas |  Decision Making Decision Tree |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 1-2 h | 30-90 min | 2-4 h |
Participantsdifferent | Small cross-functional group | 2-8 | 1-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Business Model Canvas, Assumption List, Business Hypotheses | Decision Tree, Option Map, Assumption List | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | RiskDecisionFailurePlanning | Business modelStrategyValueInnovation | DecisionTreeOptions | StrategyPositioningInnovationValue |