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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  Decision Making Pre-Mortem |  Business Strategy GAP 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 | Low | Medium |
Timedifferent | Half day | 15-60 min je Zyklus | 20–45 min | 1-3 h |
Participantsdifferent | 3-8 | 1-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | Risk list, Mitigation plan, Assumption log | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | RiskDecisionFailurePlanning | StrategyAnalysisPlanning |