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| Criterion |  Product Strategy Impact Mapping |  Operations A3 Problem Solving |  Business Strategy VRIO Framework |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 3-8 | 2-5 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | A3 Report, Action Plan, Root Cause Analysis | VRIO Table, Strategic Actions | Root cause notes, Countermeasures |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | LeanProblem solvingCoachingOperations | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving |