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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Business Model Stress Test |  Business Strategy Scenario Planning |  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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | High | High | High |
Timedifferent | 20–45 min | Half day | 0.5-2 Tage | Half day |
Participantsdifferent | Small cross-functional group | 3-8 | 4-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Stress Test Report, Action Plan per Scenario | Scenario Set, Strategic Implications, Robust Options | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelRiskDiagnosis | StrategyUncertaintyPlanning | StrategyBusiness modelDiagnosisAnalysis |