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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking VUCA Scan |  Systems Thinking Leverage Points |  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. | 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. | 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 | High | High |
Timedifferent | 1-3 h | 30-90 min | Half day | 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 | Leverage Map, Action Strategy | Scenario Set, Strategic Implications, Robust Options |
Tags1 shared | StrategyAnalysisPlanning | SensemakingUncertaintyComplexityStrategyForesight | Systems thinkingChangeStrategy | StrategyUncertaintyPlanning |