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| Criterion |  Innovation Design Thinking |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-5 Tage | Half day | 1-2 h |
Participantsdifferent | 4-10 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | InnovationPrototypeResearch | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation |