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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | 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. | 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 | High | High |
Timedifferent | 90-180 min | Half day | 2-4 h | 1-5 Tage |
Participantsdifferent | 3-6 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability |