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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking VUCA Scan |  Operations Getting Things Done |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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 VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 0.5-2 Tage | 30-90 min | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-12 | 1-10 | 1 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | VUCA Map, Response Options, Signal and Learning Plan | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | StrategyUncertaintyPlanning | SensemakingUncertaintyComplexityStrategyForesight | ProductivityPlanningTasksExecution | StrategyMetricsExecution |