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| Criterion |  Business Strategy Blue Ocean Strategy Canvas |  Systems Thinking Leverage Points |  Business Strategy Three Horizons |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 2-4 h | Half day | Halbtags-Workshop, dann iterativ | 2-4 h |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Canvas, Value Curve, ERRC Actions | Leverage Map, Action Strategy | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | StrategyPositioningInnovationValue | Systems thinkingChangeStrategy | StrategyInnovationPortfolioForesight | Theory of ConstraintsSystems thinkingChange |