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| Criterion |  Product Strategy Impact Mapping |  Knowledge Modeling Concept Mapping |  Business Strategy Scenario Planning |  Systems Thinking VUCA Scan |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h | 0.5-2 Tage | 30-90 min |
Participantsdifferent | 3-8 | 1-8 | 4-12 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Concept Map, Relationship Labels, Knowledge Gaps | Scenario Set, Strategic Implications, Robust Options | VUCA Map, Response Options, Signal and Learning Plan |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | KnowledgeConceptsMappingSensemaking | StrategyUncertaintyPlanning | SensemakingUncertaintyComplexityStrategyForesight |