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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Medium |
Timedifferent | Half day | Half day | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 3-8 | 3-12 | 1-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | VRIO Table, Strategic Actions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | StrategyDiagnosisBusiness modelCapability |