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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | Half day | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis | DecisionChangeLearningStrategy |