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| Criterion |  Domain Modeling Context Map |  Business Strategy VRIO Framework |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 90-180 min | 1-3 h | Half day |
Participantsdifferent | 2-8 | 3-6 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | VRIO Table, Strategic Actions | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | StrategyDiagnosisBusiness modelCapability | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy |