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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Decision Making Decision Matrix |
|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 20–45 min | Half day | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | DecisionCriteriaScoringTradeoffs |
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