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| Criterion |  Engineering Kanban |  Business Strategy GAP Analysis |  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. | 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. | 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 | Medium | Medium | High |
Timedifferent | Ongoing | 1-3 h | 90-180 min | Half day |
Participantsdifferent | 2-12 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | FlowVisual managementDelivery | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |