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| Criterion |  Systems Thinking VUCA Scan |  Decision Making Red Teaming |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 30-90 min | 1-4 h | Half day | Half day |
Participantsdifferent | 1-10 | 3-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Challenge Findings, Risk Register, Mitigation Plan | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | RiskDecisionSensemaking | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |