Analysis

Compares internal strengths and weaknesses with external opportunities and threats, deriving option paths from it.

Core question: Which internal capabilities and external conditions shape our next strategic decision?

• 30-60 min
• 3-12

Compares target and actual state, exposes gaps, and derives prioritized measures with clear risks.

Core question: Which evidence-based gap blocks the target, and what action could close it measurably?

• 1-3 h
• 2-8

Clarifies starting point, opportunities, and strategic options by defining the scope and market, gathering factors by category, and formulating strategic questions.

Core question: Which external forces will change our decision space most within the chosen horizon?

• 1-3 h
• 2-10

Derives concrete strategies from SWOT factors, connecting strengths, opportunities, weaknesses, and threats.

Core question: Which strategic options emerge from concrete combinations of internal and external factors?

• 1-2 h
• 3-10

Moves the current situation, opportunities, and strategic options toward a concrete result through "explain the nine-activity template", "describe primary activities", and "derive levers and weaknesses".

Core question: Which activities and linkages drive cost or differentiation, and where is change worthwhile?

• Half day
• 3-8

Moves relationships, patterns, and leverage toward a concrete result through "define the question and time horizon", "define stocks and flows", and "run scenarios and vary assumptions".

Core question: What feedback and accumulation structure generates the behaviour, and how do scenarios respond?

• Mehrere Tage bis Wochen
• 1-5 Modellierende, Stakeholder asynchron

Uses concrete tasks to show how well an architecture supports use and change.

Core question: What changes do our planned tasks require, and how do the architecture alternatives differ?

• Preparation, scenario analysis, and findings review; effort depends on scope
• Architecture experts and stakeholders for scenarios and weighting