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| Criterion |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Decision Making Option Framing |  Decision Making Constraint 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. | 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 0.5-2 Tage | 45-90 min | 45-120 min | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | OptionsDecision framingStrategyComparison | ConstraintsDecisionPlanningOptions |