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| Criterion |  Systems Thinking Evaporating Cloud |  Domain Modeling Context Map |  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 several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | 1-3 h | 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 | Context Map, Integration Patterns, Boundary Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | Domain-Driven DesignBoundariesStrategy | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |