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| Criterion |  Product Discovery Assumption Mapping |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 45-60 min | 1-5 Tage | Half day | 90-180 min |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | AssumptionsRiskExperimentsValidation | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |