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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking VUCA Scan |  Business Strategy GAP Analysis |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | 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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 30-90 min | 1-3 h | 0.5-2 Tage |
Participantsdifferent | 3-8 | 1-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | VUCA Map, Response Options, Signal and Learning Plan | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | SensemakingUncertaintyComplexityStrategyForesight | StrategyAnalysisPlanning | StrategyUncertaintyPlanning |