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| Criterion |  Operations A3 Problem Solving |  Business Strategy VRIO Framework |  Business Strategy GAP Analysis |  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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | 90-180 min | 1-3 h | Half day |
Participantsdifferent | 2-5 | 3-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | VRIO Table, Strategic Actions | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | LeanProblem solvingCoachingOperations | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis |