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| Criterion |  Operations DMAIC |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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 | High | Medium | High | Medium |
Timedifferent | 2-12 Wochen | 45-90 min | Half day | 90-180 min |
Participantsdifferent | 3-10 | 3-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |