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| Criterion |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Operations Change 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. | 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. | 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. | 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 | High | Medium | Medium |
Timedifferent | 2-6 h | Half day | 45-120 min | 90-180 min |
Participantsdifferent | 3-10 | 3-8 | 2-6 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability |