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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Leverage Points |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 15-45 min | Half day | 90-180 min | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Leverage Map, Action Strategy | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation |