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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  Decision Making Force Field 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Half day | Half day | 1-2 h | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | ChangeDecisionStrategy |