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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  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. | 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. | 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 | Half day | 90-180 min | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 3-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Leverage Map, Action Strategy | VRIO Table, Strategic Actions | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability | ChangeDecisionStrategy |