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| Criterion |  Systems Thinking Evaporating Cloud |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  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. | 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. | 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. | 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 | Half day | Half day | 90-180 min |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Value Chain Map, Lever List | Leverage Map, Action Strategy | VRIO Table, Strategic Actions |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability |