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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Medium | High | High | Medium |
Timedifferent | 60-120 min | 1-5 Tage | Half day | 90-180 min |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |