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| Criterion |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 15-60 min je Zyklus | Half day | 1-2 h |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses |
Tags1 shared | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation |