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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Evaporating Cloud |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium | High |
Timedifferent | 20–45 min | 60-120 min | Half day |
Participantsdifferent | Small cross-functional group | 2-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | Theory of ConstraintsAssumptionsSystems thinking | StrategyBusiness modelDiagnosisAnalysis |
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