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| Criterion |  Operations A3 Problem Solving |  Product Strategy Lean Canvas |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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 | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 2-5 | 1-6 | 3-6 | 3-8 |
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 | Value Chain Map, Lever List |
Tagsno overlap | LeanProblem solvingCoachingOperations | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |