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| Criterion |  Operations DMAIC |  Business Strategy Three Horizons |  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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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 | Halbtags-Workshop, dann iterativ | Half day | 90-180 min |
Participantsdifferent | 3-10 | 3-12 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | StrategyInnovationPortfolioForesight | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |