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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | High |
Timedifferent | 60-120 min | 90-180 min | Half day | Half day |
Participantsdifferent | 3-10 | 3-6 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Value Chain Map, Lever List |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis |