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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitysame | High | High | High |
Timedifferent | Half day | 2-6 h | Half day |
Participantsdifferent | 3-8 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy |
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