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| Criterion |  Business Strategy Scenario Planning |  Engineering Fault Isolation |  Business Strategy GAP Analysis |  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. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | 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 | Medium | Medium | High |
Timedifferent | 0.5-2 Tage | 30-180 min | 1-3 h | Half day |
Participantsdifferent | 4-12 | 1-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyUncertaintyPlanning | TroubleshootingDiagnosisEngineering | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis |