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| Criterion |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-5 Tage | Half day | 1-2 h | Half day |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | Systems thinkingChangeStrategy |