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| Criterion |  Systems Thinking Current Reality Tree |  Business Strategy GAP Analysis |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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 | High | Medium | High | Medium |
Timedifferent | 2-6 h | 1-3 h | Mehrere Tage bis Wochen | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 2-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Gap Matrix, Action Plan, Risk Notes | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StrategyAnalysisPlanning | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics |