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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 60-120 min | Half day | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy | Business modelStrategyValueInnovation |