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| Criterion |  Operations Accountability Ladder |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-45 min | Half day | 1-3 h | 90-180 min |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability |