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| Criterion |  Operations Process Mapping |  Business Strategy PESTLE Analysis |  Operations ALPEN Method |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 10-20 min daily | 30-60 min |
Participantsdifferent | 3-10 | 2-10 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | PESTLE Map, External Risks, Strategic Questions | Daily Plan, Time Estimates, Review Notes | SWOT matrix, Strategic options, Action list |
Tagsno overlap | ProcessOperationsImprovement | StrategyMarketAnalysis | PlanningTime managementProductivityOperations | StrategyAnalysisMarketPositioning |