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| Criterion |  Systems Thinking VUCA Scan |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |  Engineering Goal Question Metric |
|---|---|---|---|---|
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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 90-180 min initial, dann laufend | 60–90 min | 90-180 min |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | GQM Table, Metric Profiles |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange | MetricsMeasurementEngineeringAlignment |