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| Criterion |  Decision Making Pre-Mortem |  Business Strategy GAP Analysis |  Business Strategy Scenario Planning |  Decision Making Constraint 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20–45 min | 1-3 h | 0.5-2 Tage | 30-90 min |
Participantsdifferent | Small cross-functional group | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tags1 shared | RiskDecisionFailurePlanning | StrategyAnalysisPlanning | StrategyUncertaintyPlanning | ConstraintsDecisionPlanningOptions |