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| Criterion |  Decision Making Wideband Delphi |  Business Strategy GAP Analysis |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 1-3 h | 30-90 min | 1-2 h |
Participantsdifferent | 4-12 Experten | 2-8 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Gap Matrix, Action Plan, Risk Notes | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | EstimationExpertsForecasting | StrategyAnalysisPlanning | DecisionTreeOptions | StrategyAnalysisOptions |