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| Criterion |  Systems Thinking VUCA Scan |  Business Strategy Three Horizons |  Decision Making Argument Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | Halbtags-Workshop, dann iterativ | 1-3 h | 1-2 h |
Participantsdifferent | 1-10 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Argument Map, Evidence Gaps, Decision Rationale | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StrategyInnovationPortfolioForesight | SensemakingDecisionRationale | Business modelStrategyValueInnovation |