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| Criterion |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Innovation Design Thinking |  Innovation Design Sprint |
|---|---|---|---|---|
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. | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 0.5-2 Tage | 45-90 min | 1 Tag bis mehrere Wochen | 4-5 Tage |
Participantsdifferent | 4-12 | 3-8 | 4-10 | 5-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation |