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| Criterion |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |  Systems Thinking Wardley Mapping |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 1-3 h | 1-3 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-12 | 2-8 | 2-10 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes | Wardley Map, Strategic Options, Evolution Notes | Simulation Model, Scenario Reports |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyAnalysisPlanning | StrategySystems thinkingDynamics | Systems thinkingDynamicsSimulationAnalysis |