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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 60-120 min | Halber Tag bis mehrere Wochen | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-10 | 4-12 | 3-8 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution |