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| Criterion |  Systems Thinking Evaporating Cloud |  Product Discovery Assumption Mapping |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | Medium | Medium | High |
Timedifferent | 60-120 min | 45-60 min | 90-180 min | Half day |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Assumption map, Test backlog, Risk ranking | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | AssumptionsRiskExperimentsValidation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |