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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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 | Medium | High | Medium | High |
Timedifferent | 90-180 min | Half day | 1-2 h | Half day |
Participantsdifferent | 3-6 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |