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| Criterion |  Systems Thinking Theory of Change |  Business Strategy Ansoff Matrix |  Growth Hooked Model |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | The Hooked Model helps clarify engagement loops, user behavior, and experiments. It makes repeat behavior measurable and captures the result as a hooked loop, trigger map, and reward design. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 2-6 h | 45-90 min | Multiple workshops over several weeks | Half day |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Ansoff Matrix, Growth Options, Risk Notes | Hooked loop, Trigger map, Reward design, Ethics check | Leverage Map, Action Strategy |
Tagsno overlap | ImpactOutcomesSystems thinkingStrategy | GrowthStrategyMarketPortfolio | GrowthBehaviorRetention | Systems thinkingChangeStrategy |