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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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