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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Systems Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | 1-3 h | Half day | Half day |
Participantsdifferent | 3-6 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis |