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| Criterion |  Innovation Design Thinking |  Systems Thinking Intervention Mapping |  Business Strategy VRIO Framework |  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. | 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. | 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. | 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 | High | Medium | High |
Timedifferent | 1 Tag bis mehrere Wochen | 1-5 Tage | 90-180 min | Half day |
Participantsdifferent | 4-10 | 4-12 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | InnovationPrototypeResearch | ChangeSystems thinkingCapability | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |