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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Intervention Mapping |  Business Strategy VRIO Framework |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Half day | 1-5 Tage | 90-180 min | 45-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | VRIO Table, Strategic Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ChangeSystems thinkingCapability | StrategyDiagnosisBusiness modelCapability | ChangeDecisionStrategy |