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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking VUCA Scan |  Decision Making Force Field Analysis |  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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | Low | High |
Timedifferent | 1-3 h | 30-90 min | 45-90 min | 0.5-2 Tage |
Participantsdifferent | 2-8 | 1-10 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | VUCA Map, Response Options, Signal and Learning Plan | Force Field Map, Change Levers, Risk Notes | Scenario Set, Strategic Implications, Robust Options |
Tags1 shared | StrategyAnalysisPlanning | SensemakingUncertaintyComplexityStrategyForesight | ChangeDecisionStrategy | StrategyUncertaintyPlanning |