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