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| Criterion |  Operations Accountability Ladder |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-45 min | Half day | 90-180 min | 1-2 h |
Participantsdifferent | 1-8 | 3-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation |