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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  Business Strategy PESTLE Analysis |
|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | Half day | 15-60 min je Zyklus | 1-3 h |
Participantsdifferent | 3-8 | 1-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | StrategyMarketAnalysis |
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