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| Criterion |  Business Strategy Scenario Planning |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 0.5-2 Tage | 30-90 min | 20–45 min | Half day |
Participantsdifferent | 4-12 | 1-6 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyUncertaintyPlanning | DecisionTreeOptions | RiskDecisionFailurePlanning | StrategyBusiness modelRiskDiagnosis |