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| Criterion |  Product Discovery Assumption Mapping |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Half day | Half day | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Leverage Map, Action Strategy | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | AssumptionsRiskExperimentsValidation | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |