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| Criterion |  Systems Thinking Systems Mapping |  Business Strategy Business Model Canvas |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-2 h | 90-180 min | 1-5 Tage |
Participantsdifferent | 3-12 | 2-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability |