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| Criterion |  Systems Thinking Evaporating Cloud |  Business Strategy Value Chain Analysis |  Systems Thinking Future Reality Tree |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 60-120 min | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Value Chain Map, Lever List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsSystems thinkingChange | Business modelStrategyValueInnovation |