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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Theory of Change |  Business Strategy SWOT Analysis |  Business Strategy PESTLE 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-90 min | 2-6 h | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Theory of Change Map, Assumptions, Outcome Measures | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tags1 shared | OutcomesStrategyBehaviorPlanning | ImpactOutcomesSystems thinkingStrategy | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |