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| Criterion |  Operations Change Analysis |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-120 min | Half day | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 2-6 | 3-8 | 1-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | VRIO Table, Strategic Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | StrategyDiagnosisBusiness modelCapability |