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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Operations ALPEN Method |  Business Strategy GAP 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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20–45 min | Half day | 10-20 min daily | 1-3 h |
Participantsdifferent | Small cross-functional group | 3-8 | 1 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | Daily Plan, Time Estimates, Review Notes | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | PlanningTime managementProductivityOperations | StrategyAnalysisPlanning |