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| Criterion |  Business Strategy Scenario Planning |  Knowledge Modeling Concept Mapping |  Systems Thinking VUCA Scan |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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 | High | Medium | Low | Medium |
Timedifferent | 0.5-2 Tage | 1-2 h | 30-90 min | 1-3 h |
Participantsdifferent | 4-12 | 1-8 | 1-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Concept Map, Relationship Labels, Knowledge Gaps | VUCA Map, Response Options, Signal and Learning Plan | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | KnowledgeConceptsMappingSensemaking | SensemakingUncertaintyComplexityStrategyForesight | StrategyAnalysisPlanning |