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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 3-6 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | Business modelStrategyValueInnovation |