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| Criterion |  Systems Thinking Current Reality Tree |  Business Strategy VRIO Framework |  Operations Causal Factor Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | High | Medium | High | High |
Timedifferent | 2-6 h | 90-180 min | 2-6 h | Half day |
Participantsdifferent | 3-8 | 3-6 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | VRIO Table, Strategic Actions | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Value Chain Map, Lever List |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StrategyDiagnosisBusiness modelCapability | CausalityIncidentRoot causeTimeline | StrategyBusiness modelDiagnosisAnalysis |