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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 60-120 min | Half day | 30-60 min | 1-3 h |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |