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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Systems Thinking Current Reality Tree |  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. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | High | High | Medium |
Timedifferent | Half day | Half day | 2-6 h | 1-2 h |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | Current Reality Tree, Core Problems, Intervention Ideas | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingRoot causeConstraintsCausality | Business modelStrategyValueInnovation |