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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Decision Making Force Field 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 90-180 min | Half day | Half day | 45-90 min |
Participantsdifferent | 3-6 | 3-12 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy |