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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Scenario Planning |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 0.5-2 Tage | 2-6 h | Half day |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy |
Tags1 shared | StrategyAnalysisPlanning | StrategyUncertaintyPlanning | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy |