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| Criterion |  Business Strategy Scenario Planning |  Business Strategy GAP Analysis |  Engineering Fault Isolation |  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. | 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. | 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. | 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 | 1-3 h | 30-180 min | Half day |
Participantsdifferent | 4-12 | 2-8 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Gap Matrix, Action Plan, Risk Notes | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Value Chain Map, Lever List |
Tagsno overlap | StrategyUncertaintyPlanning | StrategyAnalysisPlanning | TroubleshootingDiagnosisEngineering | StrategyBusiness modelDiagnosisAnalysis |