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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Wardley Mapping |  Decision Making Force Field Analysis |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 1-3 h | 45-90 min | Mehrere Tage bis Wochen |
Participantsdifferent | 2-8 | 2-10 | 3-12 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Wardley Map, Strategic Options, Evolution Notes | Force Field Map, Change Levers, Risk Notes | Simulation Model, Scenario Reports |
Tagsno overlap | StrategyAnalysisPlanning | StrategySystems thinkingDynamics | ChangeDecisionStrategy | Systems thinkingDynamicsSimulationAnalysis |