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| Criterion |  Systems Thinking Futures Wheel |  Operations Fishbone Diagram |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | High | Medium |
Timedifferent | 60-120 min | 30-60 min | Half day | 90-180 min |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Fishbone Diagram, Cause Categories, Investigation Backlog | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | ForesightSystems thinkingSignals | Root causeQualityOperations | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |