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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Futures Wheel |  Systems Thinking VUCA Scan |  Product Strategy Impact 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 60-120 min | 30-90 min | 45-90 min |
Participantsdifferent | 2-8 | 3-10 | 1-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Futures Wheel, Consequence Chains, Strategic Signals | VUCA Map, Response Options, Signal and Learning Plan | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | ForesightSystems thinkingSignals | SensemakingUncertaintyComplexityStrategyForesight | OutcomesStrategyBehaviorPlanning |