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| Criterion |  Systems Thinking VUCA Scan |  Business Strategy Value Chain Analysis |  Business Strategy Three Horizons |  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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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 | Halbtags-Workshop, dann iterativ | 90-180 min |
Participantsdifferent | 1-10 | 3-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Value Chain Map, Lever List | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | VRIO Table, Strategic Actions |
Tags1 shared | SensemakingUncertaintyComplexityStrategyForesight | StrategyBusiness modelDiagnosisAnalysis | StrategyInnovationPortfolioForesight | StrategyDiagnosisBusiness modelCapability |