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| Criterion |  Business Strategy Scenario Planning |  Decision Making Constraint Analysis |  Business Strategy Business Model Stress Test |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 0.5-2 Tage | 30-90 min | Half day | 20–45 min |
Participantsdifferent | 4-12 | 2-8 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Stress Test Report, Action Plan per Scenario | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StrategyUncertaintyPlanning | ConstraintsDecisionPlanningOptions | StrategyBusiness modelRiskDiagnosis | RiskDecisionFailurePlanning |