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| Criterion |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |  Systems Thinking System Dynamics Simulation |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 30-90 min | Mehrere Tage bis Wochen | 1-2 h |
Participantsdifferent | 2-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Simulation Model, Scenario Reports | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions | Systems thinkingDynamicsSimulationAnalysis | StrategyAnalysisOptions |