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| Criterion |  Systems Thinking Wardley Mapping |  Business Strategy PESTLE Analysis |  Business Strategy SWOT Analysis |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 1-3 h | 30-60 min | Mehrere Tage bis Wochen |
Participantsdifferent | 2-10 | 2-10 | 3-12 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | PESTLE Map, External Risks, Strategic Questions | SWOT matrix, Strategic options, Action list | Simulation Model, Scenario Reports |
Tagsno overlap | StrategySystems thinkingDynamics | StrategyMarketAnalysis | StrategyAnalysisMarketPositioning | Systems thinkingDynamicsSimulationAnalysis |