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| Criterion |  Domain Modeling Context Map |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |  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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 90-180 min | 1-5 Tage | Half day |
Participantsdifferent | 2-8 | 3-6 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis |