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| Criterion |  Product Discovery Outcome-Driven Innovation |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  Systems Thinking Theory of Change |
|---|---|---|---|---|
Purposedifferent | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | Mehrere Wochen | 90-180 min | Half day | 2-6 h |
Participantsdifferent | 2-6 researchers plus sample | 3-6 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesInnovationResearchQuantitative | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | ImpactOutcomesSystems thinkingStrategy |