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| Criterion |  Facilitation Dot Estimation |  Business Strategy Value Chain Analysis |  Operations Fishbone Diagram |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | High | Low | Medium |
Timedifferent | 5-20 min | Half day | 30-60 min | 90-180 min |
Participantsdifferent | 3-20 | 3-8 | 2-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List | Fishbone Diagram, Cause Categories, Investigation Backlog | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis | Root causeQualityOperations | StrategyDiagnosisBusiness modelCapability |