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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Futures Wheel |  Operations ALPEN Method |  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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Medium | Low | Medium |
Timedifferent | 0.5-2 Tage | 60-120 min | 10-20 min daily | 45-90 min |
Participantsdifferent | 4-12 | 3-10 | 1 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Futures Wheel, Consequence Chains, Strategic Signals | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyUncertaintyPlanning | ForesightSystems thinkingSignals | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning |