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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Wardley Mapping |  Systems Thinking Iceberg Model |  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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 | 30-60 min | Mehrere Tage bis Wochen |
Participantsdifferent | 2-8 | 2-10 | 2-10 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Wardley Map, Strategic Options, Evolution Notes | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Simulation Model, Scenario Reports |
Tagsno overlap | StrategyAnalysisPlanning | StrategySystems thinkingDynamics | Systems thinkingRoot causePatterns | Systems thinkingDynamicsSimulationAnalysis |