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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy VRIO Framework |  Operations 5 Whys |  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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Low | High |
Timedifferent | 60-120 min | 90-180 min | 15-30 min | Half day |
Participantsdifferent | 3-10 | 3-6 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | VRIO Table, Strategic Actions | Root cause notes, Countermeasures | Value Chain Map, Lever List |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving | StrategyBusiness modelDiagnosisAnalysis |