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| Criterion |  Innovation Design Thinking |  Business Strategy Business Model Stress Test |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 1 Tag bis mehrere Wochen | Half day | Half day | Half day |
Participantsdifferent | 4-10 | 3-8 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Stress Test Report, Action Plan per Scenario | Leverage Map, Action Strategy | Value Chain Map, Lever List |
Tagsno overlap | InnovationPrototypeResearch | StrategyBusiness modelRiskDiagnosis | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis |