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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Systems Thinking Current Reality Tree |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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 VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | Half day | Half day | 2-6 h | 90-180 min |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | Current Reality Tree, Core Problems, Intervention Ideas | VRIO Table, Strategic Actions |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingRoot causeConstraintsCausality | StrategyDiagnosisBusiness modelCapability |