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| Criterion |  Decision Making Risk Matrix |  Business Strategy Value Chain Analysis |  Decision Making Pre-Mortem |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | 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. | 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. | 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 | 30-60 min | Half day | 20–45 min | 1-3 h |
Participantsdifferent | 3-10 | 3-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Value Chain Map, Lever List | Risk list, Mitigation plan, Assumption log | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionFailurePlanning | StrategyAnalysisPlanning |