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| Criterion |  Domain Modeling Context Map |  Systems Thinking Systems Mapping |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 90-180 min | Half day |
Participantsdifferent | 2-8 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | System Map, Dependencies, Leverage Points | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | Systems thinkingMappingBoundariesChange | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |