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| Criterion |  Engineering Failure Scenario Analysis |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 90-180 min | Half day | Half day |
Participantsdifferent | 3-8 | 3-6 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Value Chain Map, Lever List |
Tagsno overlap | FailureResilienceRisk | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis |