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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 45-90 min | 2-4 h | Half day | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | StrategyAnalysisPlanning |