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| Criterion |  Systems Thinking Systems Mapping |  Business Strategy Value Chain Analysis |  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. | 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. | 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 | High | Medium | High |
Timedifferent | 1-3 h | Half day | 90-180 min | 1-5 Tage |
Participantsdifferent | 3-12 | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability |