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| Criterion |  Business Strategy Three Horizons |  Systems Thinking Futures Wheel |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | 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 | Medium | Medium | Medium | High |
Timedifferent | Halbtags-Workshop, dann iterativ | 60-120 min | 90-180 min | Half day |
Participantsdifferent | 3-12 | 3-10 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Futures Wheel, Consequence Chains, Strategic Signals | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyInnovationPortfolioForesight | ForesightSystems thinkingSignals | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |