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| Criterion |  Operations Accountability Ladder |  Business Strategy GAP Analysis |  Business Strategy VRIO Framework |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | 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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 1-3 h | 90-180 min | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability | OutcomesStrategyBehaviorPlanning |