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| Criterion |  Business Strategy Scenario Planning |  Engineering Hypothesis-Driven Troubleshooting |  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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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 | 30-240 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 | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyUncertaintyPlanning | TroubleshootingProblem solvingDiagnosis | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis |