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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Intervention Mapping |  Business Strategy VRIO Framework |  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. | 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. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | Half day | 1-5 Tage | 90-180 min | Half day |
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 | Leverage Map, Action Strategy |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ChangeSystems thinkingCapability | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy |