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| Criterion |  Innovation Design Thinking |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | Half day | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | InnovationPrototypeResearch | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | Business modelStrategyValueInnovation |