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| Criterion |  Systems Thinking Wardley Mapping |  Business Strategy GAP Analysis |  Systems Thinking System Dynamics Simulation |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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 | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 1-3 h | Mehrere Tage bis Wochen | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Gap Matrix, Action Plan, Risk Notes | Simulation Model, Scenario Reports | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategySystems thinkingDynamics | StrategyAnalysisPlanning | Systems thinkingDynamicsSimulationAnalysis | OutcomesStrategyBehaviorPlanning |