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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Wardley Mapping |  Business Strategy GAP Analysis |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-90 min | 1-3 h | 1-3 h | Mehrere Tage bis Wochen |
Participantsdifferent | 2-8 | 2-10 | 2-8 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Wardley Map, Strategic Options, Evolution Notes | Gap Matrix, Action Plan, Risk Notes | Simulation Model, Scenario Reports |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategySystems thinkingDynamics | StrategyAnalysisPlanning | Systems thinkingDynamicsSimulationAnalysis |