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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Intervention Mapping |  Business Strategy Business Model Canvas |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | Medium | High | Medium | Medium |
Timedifferent | 15-45 min | 1-5 Tage | 1-2 h | 90-180 min |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationUncertaintyRisk | ChangeSystems thinkingCapability | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability |