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| Criterion |  Systems Thinking Futures Wheel |  Operations Root Cause Tree Analysis |  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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Medium | High | Medium |
Timedifferent | 60-120 min | 1-3 h | 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 | Cause Tree, Evidence Notes, Countermeasures | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | ForesightSystems thinkingSignals | Root causeTreeIncidentQuality | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |