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| Criterion |  Operations ABC Analysis |  Product Discovery Kano Model |  Business Strategy Three Horizons |  Systems Thinking VUCA Scan |
|---|---|---|---|---|
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. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 Tage | Halbtags-Workshop, dann iterativ | 30-90 min |
Participantsdifferent | 1-5 | 10-50 | 3-12 | 1-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kano Matrix, Feature Classes, Priority Themes | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | VUCA Map, Response Options, Signal and Learning Plan |
Tagsno overlap | PrioritizationOperationsPortfolio | SatisfactionPrioritizationCustomer | StrategyInnovationPortfolioForesight | SensemakingUncertaintyComplexityStrategyForesight |