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| Criterion |  Innovation Design Thinking |  Systems Thinking Leverage Points |  Business Strategy Business Model Stress Test |  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. | 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. | 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. | 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 | 3-12 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Leverage Map, Action Strategy | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | InnovationPrototypeResearch | Systems thinkingChangeStrategy | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |