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| Criterion |  Systems Thinking Leverage Points |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | High | High | Medium |
Timedifferent | Half day | 2-6 h | Half day | 90-180 min |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | Systems thinkingChangeStrategy | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |