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| Criterion |  Engineering Failure Scenario Analysis |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Medium | High | Low | Medium |
Timedifferent | 1-3 h | Half day | 45-90 min | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes | VRIO Table, Strategic Actions |
Tagsno overlap | FailureResilienceRisk | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy | StrategyDiagnosisBusiness modelCapability |