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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |
|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Medium | Low |
Timedifferent | Half day | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery |
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