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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 0.5-2 Tage | Half day | 1-3 h | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | StrategyUncertaintyPlanning | Systems thinkingChangeStrategy | StrategyAnalysisPlanning | Theory of ConstraintsSystems thinkingChange |