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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention Mapping |  Business Strategy Business Model Canvas |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | High | High | Medium | Medium |
Timedifferent | 2-4 h | 1-5 Tage | 1-2 h | 90-180 min |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability |