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| Criterion |  Operations Getting Things Done |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Medium | Medium | High | Medium |
Timedifferent | 1-2 h Setup, laufend | 1-3 h | Half day | 90-180 min |
Participantsdifferent | 1 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | ProductivityPlanningTasksExecution | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |