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| Criterion |  Business Strategy Scenario Planning |  Facilitation Mind Mapping |  Business Strategy GAP Analysis |  Business Strategy PESTLE 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 topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 0.5-2 Tage | 15-45 min | 1-3 h | 1-3 h |
Participantsdifferent | 4-12 | 1-10 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Mind Map, Topic Clusters, Open Questions | Gap Matrix, Action Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyUncertaintyPlanning | BrainstormingIdeasMappingStructureFacilitation | StrategyAnalysisPlanning | StrategyMarketAnalysis |