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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |  Business Strategy PESTLE Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 45-90 min | 1-3 h | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | 2-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy | StrategyMarketAnalysis | DecisionChangeLearningStrategy |