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| Criterion |  Systems Thinking Theory of Change |  Business Strategy PESTLE Analysis |  Business Strategy Blue Ocean Strategy Canvas |  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. | 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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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 | Medium | Medium | Medium |
Timedifferent | 2-6 h | 1-3 h | 2-4 h | 1-3 h |
Participantsdifferent | 4-12 | 2-10 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | PESTLE Map, External Risks, Strategic Questions | Strategy Canvas, Value Curve, ERRC Actions | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | StrategyMarketAnalysis | StrategyPositioningInnovationValue | StrategyAnalysisPlanning |