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| Criterion |  Operations Change Analysis |  Business Strategy VRIO Framework |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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 | 15-60 min je Zyklus | 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 | Situation Assessment, Decision Loop, Action Updates | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability | DecisionChangeLearningStrategy | Business modelStrategyValueInnovation |