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| Criterion |  Operations Accountability Ladder |  Product Strategy DIBB |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | Low | Low | Medium | High |
Timedifferent | 20-45 min | 1-2 h | 90-180 min | Half day |
Participantsdifferent | 1-8 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | DIBB document, Belief list, Bet list, Learning report | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyDecisionAssumptionsHypothesis | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |