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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking Systems Mapping |  Business Strategy Value Chain Analysis |  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. | 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. | 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. | 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 | Medium | High | High |
Timedifferent | 90-180 min | 1-3 h | Half day | 1-5 Tage |
Participantsdifferent | 3-6 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | System Map, Dependencies, Leverage Points | Value Chain Map, Lever List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Systems thinkingMappingBoundariesChange | StrategyBusiness modelDiagnosisAnalysis | ChangeSystems thinkingCapability |