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| Criterion |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | High | Medium | Low |
Timedifferent | 0.5-2 Tage | 45-90 min | 20–45 min |
Participantsdifferent | 4-12 | 3-8 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Risk list, Mitigation plan, Assumption log |
Tags1 shared | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | RiskDecisionFailurePlanning |
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