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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 60-120 min | Half day | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability |