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| Criterion |  Systems Thinking Leverage Points |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Half day | 1-3 h | Half day | 30-60 min |
Participantsdifferent | 3-12 | 2-10 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tags1 shared | Systems thinkingChangeStrategy | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |