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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 2-12 | 1-6 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |