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| Criterion |  Operations Accountability Ladder |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Medium | High |
Timedifferent | 20-45 min | 15-60 min je Zyklus | 90-180 min | Half day |
Participantsdifferent | 1-8 | 1-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Situation Assessment, Decision Loop, Action Updates | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionChangeLearningStrategy | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |