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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Pre-Mortem |  Decision Making Force Field Analysis |  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 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. | 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. | 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 | Low | Low | Medium |
Timedifferent | Half day | 20–45 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-8 | Small cross-functional group | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Risk list, Mitigation plan, Assumption log | Force Field Map, Change Levers, Risk Notes | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionFailurePlanning | ChangeDecisionStrategy | StrategyAnalysisPlanning |