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| Criterion |  Operations Failure Mode and Effects Analysis |  Operations Change Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | High | Medium | High | Medium |
Timedifferent | 2-6 h | 45-120 min | Half day | 90-180 min |
Participantsdifferent | 3-10 | 2-6 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskQualityOperationsRoot cause | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |