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| Criterion |  Innovation Lean Startup |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 90-180 min | 1-5 Tage | Half day |
Participantsdifferent | 2-8 | 3-6 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List |
Tagsno overlap | LeanStartupValidationMVP | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis |