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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 20–45 min | Half day | 1-2 h | Half day |
Participantsdifferent | Small cross-functional group | 3-8 | 3-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions | StrategyBusiness modelRiskDiagnosis |