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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 1-3 h | Half day | 1-2 h |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | Business modelStrategyValueInnovation |