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| Criterion |  Operations ABC Analysis |  Systems Thinking Futures Wheel |  Business Strategy Value Chain Analysis |  Business Strategy Three Horizons |
|---|---|---|---|---|
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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 60-120 min | Half day | Halbtags-Workshop, dann iterativ |
Participantsdifferent | 1-5 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Futures Wheel, Consequence Chains, Strategic Signals | Value Chain Map, Lever List | Horizon map, Portfolio view, Initiatives per horizon, Resource plan |
Tagsno overlap | PrioritizationOperationsPortfolio | ForesightSystems thinkingSignals | StrategyBusiness modelDiagnosisAnalysis | StrategyInnovationPortfolioForesight |