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| Criterion |  Operations DMAIC |  Systems Thinking VUCA Scan |  Business Strategy PESTLE Analysis |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-12 Wochen | 30-90 min | 1-3 h | 1-3 h |
Participantsdifferent | 3-10 | 1-10 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | VUCA Map, Response Options, Signal and Learning Plan | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | Continuous improvementQualityProcess improvement | SensemakingUncertaintyComplexityStrategyForesight | StrategyMarketAnalysis | StrategyAnalysisPlanning |