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| Criterion |  Business Strategy Scenario Planning |  Decision Making Decision Tree |  Product Strategy Impact Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 0.5-2 Tage | 30-90 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 4-12 | 1-6 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Decision Tree, Option Map, Assumption List | Impact Map, Outcome Hypotheses, Delivery Options | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | StrategyUncertaintyPlanning | DecisionTreeOptions | OutcomesStrategyBehaviorPlanning | ForecastingExpertsDecisionStrategy |