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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |  Business Strategy SWOT Analysis |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | 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 | Medium | Low | Medium |
Timedifferent | Mehrere Tage bis Wochen | 1-3 h | 30-60 min | 1-3 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-10 | 3-12 | 2-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes | SWOT matrix, Strategic options, Action list | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics | StrategyAnalysisMarketPositioning | StrategyMarketAnalysis |