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| Criterion |  Decision Making Pre-Mortem |  Product Strategy DIBB |  Business Strategy SWOT Analysis |  Business Strategy PESTLE 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 1-2 h | 30-60 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 2-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | DIBB document, Belief list, Bet list, Learning report | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDecisionAssumptionsHypothesis | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |