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| Criterion |  Business Strategy Scenario Planning |  Business Strategy TOWS Matrix |  Decision Making Option Framing |  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 TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 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 | Medium | Medium |
Timedifferent | 0.5-2 Tage | 1-2 h | 45-120 min | 45-90 min |
Participantsdifferent | 4-12 | 3-10 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | TOWS Matrix, Strategic Options, Priority Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Impact Map, Outcome Hypotheses, Delivery Options |
Tags1 shared | StrategyUncertaintyPlanning | StrategyAnalysisOptions | OptionsDecision framingStrategyComparison | OutcomesStrategyBehaviorPlanning |