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| Criterion |  Systems Thinking Theory of Change |  Business Strategy SWOT Analysis |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 2-6 h | 30-60 min | 1-2 h | Half day |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | SWOT matrix, Strategic options, Action list | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | StrategyAnalysisMarketPositioning | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |