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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Delphi Method |  Systems Thinking VUCA Scan |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | 1-4 Wochen | 30-90 min | 1-3 h |
Participantsdifferent | 3-8 | 6-30 Experten | 1-10 | 1-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Expert Forecast, Consensus Range, Assumption Notes | VUCA Map, Response Options, Signal and Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ForecastingExpertsDecisionStrategy | SensemakingUncertaintyComplexityStrategyForesight | SensemakingDecisionRationale |