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| Criterion |  Decision Making Constraint Analysis |  Business Strategy TOWS Matrix |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 1-2 h | Mehrere Tage bis Wochen | 1-3 h |
Participantsdifferent | 2-8 | 3-10 | 1-5 Modellierende, Stakeholder asynchron | 2-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | TOWS Matrix, Strategic Options, Priority Actions | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategyAnalysisOptions | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics |