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| Criterion |  Business Strategy Scenario Planning |  Decision Making PERT Estimation |  Business Strategy PESTLE Analysis |  Business Strategy GAP 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-2 Tage | 15-45 min | 1-3 h | 1-3 h |
Participantsdifferent | 4-12 | 1-8 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | PERT Estimate, Expected Value, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationUncertaintyRisk | StrategyMarketAnalysis | StrategyAnalysisPlanning |