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| Criterion |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
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. | 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 | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 30-90 min | Mehrere Tage bis Wochen | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics |