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| Criterion |  Systems Thinking Leverage Points |  Product Discovery Outcome-Driven Innovation |  Business Strategy Blue Ocean Strategy Canvas |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | Half day | Mehrere Wochen | 2-4 h | 2-6 h |
Participantsdifferent | 3-12 | 2-6 researchers plus sample | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Strategy Canvas, Value Curve, ERRC Actions | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | Systems thinkingChangeStrategy | OutcomesInnovationResearchQuantitative | StrategyPositioningInnovationValue | ImpactOutcomesSystems thinkingStrategy |