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| Criterion |  Innovation Design Thinking |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | Half day | Half day | 90-180 min |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Leverage Map, Action Strategy | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | InnovationPrototypeResearch | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |