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| Criterion |  Decision Making Risk Matrix |  Business Strategy PESTLE Analysis |  Business Strategy Ansoff Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 2-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | PESTLE Map, External Risks, Strategic Questions | Ansoff Matrix, Growth Options, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyMarketAnalysis | GrowthStrategyMarketPortfolio | AssumptionsRiskDecisionDiscovery |