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| Criterion |  Systems Thinking Wardley Mapping |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | 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. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes | Theory of Change Map, Assumptions, Outcome Measures |
Tags1 shared | StrategySystems thinkingDynamics | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning | ImpactOutcomesSystems thinkingStrategy |