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| Criterion |  Agile Scrum |  Business Strategy Ansoff Matrix |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-4 Wochen je Sprint, laufend | 45-90 min | 2-4 h | Half day |
Participantsdifferent | 3-10 (Scrum Team) | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Ansoff Matrix, Growth Options, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy |
Tagsno overlap | AgileIterationCadence | GrowthStrategyMarketPortfolio | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy |