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| Criterion |  Operations A3 Problem Solving |  Product Strategy Lean Canvas |  Business Strategy VRIO Framework |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 2-5 | 1-6 | 3-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Lean Canvas, Core Assumptions, Experiment Backlog | VRIO Table, Strategic Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving |