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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Future Reality Tree |  Business Strategy Business Model Canvas |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 90-180 min | 2-4 h | 1-2 h | 1-5 Tage |
Participantsdifferent | 3-6 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Business Model Canvas, Assumption List, Business Hypotheses | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Theory of ConstraintsSystems thinkingChange | Business modelStrategyValueInnovation | ChangeSystems thinkingCapability |