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| Criterion |  Business Strategy PESTLE Analysis |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | Mehrere Tage bis Wochen | 1-3 h | 30-60 min |
Participantsdifferent | 2-10 | 1-5 Modellierende, Stakeholder asynchron | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics | StrategyAnalysisMarketPositioning |