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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 0.5-2 Tage | 2-4 h | Half day | 45-90 min |
Participantsdifferent | 4-12 | 3-8 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyUncertaintyPlanning | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning |