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| Criterion |  Business Strategy VRIO Framework |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 90-180 min | 15-60 min je Zyklus | Half day | Half day |
Participantsdifferent | 3-6 | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis |