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| Criterion |  Systems Thinking VUCA Scan |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-90 min | Half day | 1-2 h | 90-180 min |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions |
Tags1 shared | SensemakingUncertaintyComplexityStrategyForesight | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability |