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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy Scenario Planning |  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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | High | Low | Medium |
Timedifferent | Half day | 0.5-2 Tage | 20–45 min | 1-3 h |
Participantsdifferent | 3-8 | 4-12 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Scenario Set, Strategic Implications, Robust Options | Risk list, Mitigation plan, Assumption log | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyUncertaintyPlanning | RiskDecisionFailurePlanning | StrategyAnalysisPlanning |