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| Criterion |  Product Strategy Impact Mapping |  Business Strategy PESTLE Analysis |  Operations Getting Things Done |  Business Strategy SWOT 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 3-8 | 2-10 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | PESTLE Map, External Risks, Strategic Questions | Action Lists, Project List, Review Routine | SWOT matrix, Strategic options, Action list |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyMarketAnalysis | ProductivityPlanningTasksExecution | StrategyAnalysisMarketPositioning |