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| Criterion |  Decision Making Delphi Method |  Business Strategy GAP Analysis |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | 1-4 Wochen | 1-3 h | Mehrere Tage bis Wochen | 1-3 h |
Participantsdifferent | 6-30 Experten | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 2-10 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Gap Matrix, Action Plan, Risk Notes | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyAnalysisPlanning | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics |