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| Criterion |  Business Strategy Scenario Planning |  Decision Making Constraint Analysis |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 0.5-2 Tage | 30-90 min | Half day | Half day |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 3-8 |
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 | Value Chain Map, Lever List |
Tagsno overlap | StrategyUncertaintyPlanning | ConstraintsDecisionPlanningOptions | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |