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| Criterion |  Business Strategy SWOT Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | 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 | Low | High | High | Medium |
Timedifferent | 30-60 min | 2-4 h | Half day | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | StrategyAnalysisMarketPositioning | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | StrategyMarketAnalysis |