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