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| Criterion |  Systems Thinking Leverage Points |  Business Strategy VRIO Framework |  Decision Making OODA Loop |  Business Strategy Value Chain 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 90-180 min | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-12 | 3-6 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | VRIO Table, Strategic Actions | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List |
Tags1 shared | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis |