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| Criterion |  Product Strategy Impact Mapping |  Product Strategy DIBB |  Systems Thinking VUCA Scan |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | 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 | 45-90 min | 1-2 h | 30-90 min | 0.5-2 Tage |
Participantsdifferent | 3-8 | 2-8 | 1-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | DIBB document, Belief list, Bet list, Learning report | VUCA Map, Response Options, Signal and Learning Plan | Scenario Set, Strategic Implications, Robust Options |
Tags1 shared | OutcomesStrategyBehaviorPlanning | StrategyDecisionAssumptionsHypothesis | SensemakingUncertaintyComplexityStrategyForesight | StrategyUncertaintyPlanning |