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| Criterion |  Systems Thinking Evaporating Cloud |  Business Strategy VRIO Framework |  Systems Thinking Future Reality Tree |  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. | 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. | 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. | 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 | High | High |
Timedifferent | 60-120 min | 90-180 min | 2-4 h | Half day |
Participantsdifferent | 2-8 | 3-6 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | VRIO Table, Strategic Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Value Chain Map, Lever List |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | StrategyDiagnosisBusiness modelCapability | Theory of ConstraintsSystems thinkingChange | StrategyBusiness modelDiagnosisAnalysis |