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| Criterion |  Decision Making Wideband Delphi |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 4-12 Experten | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationExpertsForecasting | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning | StrategyMarketAnalysis |