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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking VUCA Scan |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 2-4 h | 30-90 min | 0.5-2 Tage |
Participantsdifferent | 2-8 | 3-8 | 1-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | VUCA Map, Response Options, Signal and Learning Plan | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | StrategyAnalysisPlanning | Theory of ConstraintsSystems thinkingChange | SensemakingUncertaintyComplexityStrategyForesight | StrategyUncertaintyPlanning |