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| Criterion |  Operations Gemba Walk |  Business Strategy GAP Analysis |  Business Strategy VRIO Framework |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-120 min | 1-3 h | 90-180 min | Half day |
Participantsdifferent | 2-6 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | LeanObservationProcessOperations | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelRiskDiagnosis |