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| Criterion |  Engineering Fault Isolation |  Business Strategy VRIO Framework |  Operations Getting Things Done |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | High |
Timedifferent | 30-180 min | 90-180 min | 1-2 h Setup, laufend | Half day |
Participantsdifferent | 1-6 | 3-6 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | VRIO Table, Strategic Actions | Action Lists, Project List, Review Routine | Value Chain Map, Lever List |
Tagsno overlap | TroubleshootingDiagnosisEngineering | StrategyDiagnosisBusiness modelCapability | ProductivityPlanningTasksExecution | StrategyBusiness modelDiagnosisAnalysis |