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| Criterion |  Operations Process Mapping |  Systems Thinking VUCA Scan |  Business Strategy Scenario Planning |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 30-90 min | 0.5-2 Tage | 1-3 h |
Participantsdifferent | 3-10 | 1-10 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | VUCA Map, Response Options, Signal and Learning Plan | Scenario Set, Strategic Implications, Robust Options | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | ProcessOperationsImprovement | SensemakingUncertaintyComplexityStrategyForesight | StrategyUncertaintyPlanning | StrategyAnalysisPlanning |