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| Criterion |  Systems Thinking VUCA Scan |  Business Strategy GAP Analysis |  Facilitation Dot Estimation |  Business Strategy Scenario Planning |
|---|---|---|---|---|
Purposedifferent | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Medium | Low | High |
Timedifferent | 30-90 min | 1-3 h | 5-20 min | 0.5-2 Tage |
Participantsdifferent | 1-10 | 2-8 | 3-20 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Gap Matrix, Action Plan, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StrategyAnalysisPlanning | EstimationEffortRisk | StrategyUncertaintyPlanning |