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| Criterion |  Operations Visual Management |  Systems Thinking Leverage Points |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | Ongoing | Half day | Half day | Half day |
Participantsdifferent | 1-20 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Leverage Map, Action Strategy | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | SignalsOperationsVisual management | Systems thinkingChangeStrategy | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |