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| Criterion |  Systems Thinking Theory of Change |  Business Strategy Balanced Scorecard |  Business Strategy GAP Analysis |
|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | High | High | Medium |
Timedifferent | 2-6 h | Halber Tag bis mehrere Wochen | 1-3 h |
Participantsdifferent | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Balanced Scorecard, Strategic Measures, Initiative Map | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | StrategyMetricsExecution | StrategyAnalysisPlanning |
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