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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |  Product Discovery Assumption Mapping |  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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | High |
Timedifferent | 90-180 min | 1-5 Tage | 45-60 min | Half day |
Participantsdifferent | 3-6 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption map, Test backlog, Risk ranking | Leverage Map, Action Strategy |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability | AssumptionsRiskExperimentsValidation | Systems thinkingChangeStrategy |