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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Future Reality Tree |  Business Strategy Business Model Stress Test |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | 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 | Medium | High | High | High |
Timedifferent | 90-180 min | 2-4 h | Half day | Half day |
Participantsdifferent | 3-6 | 3-8 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Stress Test Report, Action Plan per Scenario | Leverage Map, Action Strategy |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Theory of ConstraintsSystems thinkingChange | StrategyBusiness modelRiskDiagnosis | Systems thinkingChangeStrategy |