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| Criterion |  Operations Change Analysis |  Business Strategy Value Chain Analysis |  Systems Thinking Current Reality Tree |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Medium | High | High | Medium |
Timedifferent | 45-120 min | Half day | 2-6 h | 90-180 min |
Participantsdifferent | 2-6 | 3-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Value Chain Map, Lever List | Current Reality Tree, Core Problems, Intervention Ideas | VRIO Table, Strategic Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingRoot causeConstraintsCausality | StrategyDiagnosisBusiness modelCapability |