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| Criterion |  Operations Change Analysis |  Business Strategy VRIO Framework |  Engineering Fault Isolation |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-120 min | 90-180 min | 30-180 min | Half day |
Participantsdifferent | 2-6 | 3-6 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | VRIO Table, Strategic Actions | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Value Chain Map, Lever List |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability | TroubleshootingDiagnosisEngineering | StrategyBusiness modelDiagnosisAnalysis |