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| Criterion |  Operations Change Analysis |  Business Strategy VRIO Framework |  Knowledge Modeling Concept Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | 90-180 min | 1-2 h | 1-2 h |
Participantsdifferent | 2-6 | 3-6 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | VRIO Table, Strategic Actions | Concept Map, Relationship Labels, Knowledge Gaps | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability | KnowledgeConceptsMappingSensemaking | Business modelStrategyValueInnovation |