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| Criterion |  Operations ABC Analysis |  Systems Thinking Futures Wheel |  Business Strategy Value Chain Analysis |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 60-120 min | Half day | 45-90 min |
Participantsdifferent | 1-5 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Futures Wheel, Consequence Chains, Strategic Signals | Value Chain Map, Lever List | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | ForesightSystems thinkingSignals | StrategyBusiness modelDiagnosisAnalysis | GrowthStrategyMarketPortfolio |