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| Criterion |  Decision Making Wideband Delphi |  Business Strategy SWOT Analysis |  Decision Making Assumption Surfacing |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Low | Medium |
Timedifferent | 1-4 h or multiple rounds | 30-60 min | 45-90 min | 1-3 h |
Participantsdifferent | 4-12 Experten | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | SWOT matrix, Strategic options, Action list | Assumption List, Critical Assumptions, Learning Plan | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationExpertsForecasting | StrategyAnalysisMarketPositioning | AssumptionsRiskDecisionDiscovery | StrategyMarketAnalysis |