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| Criterion |  Operations Failure Mode and Effects Analysis |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | High | Medium | Medium | High |
Timedifferent | 2-6 h | 90-180 min | 1-2 h | Half day |
Participantsdifferent | 3-10 | 3-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List |
Tagsno overlap | RiskQualityOperationsRoot cause | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |