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| Criterion |  Engineering Failure Scenario Analysis |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Business Strategy PESTLE 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. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 90-180 min | Half day | 1-3 h |
Participantsdifferent | 3-8 | 3-6 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | VRIO Table, Strategic Actions | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | FailureResilienceRisk | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |