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| Criterion |  Systems Thinking Futures Wheel |  Operations Failure Mode and Effects Analysis |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | 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 | High | Medium | High |
Timedifferent | 60-120 min | 2-6 h | 90-180 min | Half day |
Participantsdifferent | 3-10 | 3-10 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | FMEA Table, Risk Priority, Mitigation Actions | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | ForesightSystems thinkingSignals | RiskQualityOperationsRoot cause | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |