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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Future Reality Tree |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | High | Medium |
Timedifferent | Half day | 2-4 h | Half day | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability |