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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |  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. | 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. | 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. | 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 | Medium | High | High |
Timedifferent | Half day | 90-180 min | 1-5 Tage | Half day |
Participantsdifferent | 3-8 | 3-6 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy |