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