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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Three-Point Estimation |  Business Strategy GAP Analysis |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 10-30 min je Item | 1-3 h | 0.5-2 Tage |
Participantsdifferent | 3-8 | 1-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Three-Point Estimate, Risk Range, Assumption Notes | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationUncertaintyForecasting | StrategyAnalysisPlanning | StrategyUncertaintyPlanning |