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| Criterion |  Operations Visual Management |  Business Strategy Scenario Planning |  Systems Thinking Theory of Change |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | Ongoing | 0.5-2 Tage | 2-6 h | 45-90 min |
Participantsdifferent | 1-20 | 4-12 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Scenario Set, Strategic Implications, Robust Options | Theory of Change Map, Assumptions, Outcome Measures | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | SignalsOperationsVisual management | StrategyUncertaintyPlanning | ImpactOutcomesSystems thinkingStrategy | OutcomesStrategyBehaviorPlanning |