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| Criterion |  Engineering Kanban |  Business Strategy Business Model Stress Test |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | 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. | 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 | Medium | High | Medium | High |
Timedifferent | Ongoing | Half day | 90-180 min | Half day |
Participantsdifferent | 2-12 | 3-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Stress Test Report, Action Plan per Scenario | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | FlowVisual managementDelivery | StrategyBusiness modelRiskDiagnosis | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |