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| Criterion |  Product Discovery Kano Model |  Business Strategy Scenario Planning |  Systems Thinking VUCA Scan |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 Tage | 0.5-2 Tage | 30-90 min | 45-90 min |
Participantsdifferent | 10-50 | 4-12 | 1-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Scenario Set, Strategic Implications, Robust Options | VUCA Map, Response Options, Signal and Learning Plan | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyUncertaintyPlanning | SensemakingUncertaintyComplexityStrategyForesight | OutcomesStrategyBehaviorPlanning |