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| Criterion |  Engineering Kanban |  Product Discovery Smoke Test |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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 | Low | High | Medium |
Timedifferent | Ongoing | 1-5 Tage | Half day | 90-180 min |
Participantsdifferent | 2-12 | Nutzertraffic | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Interest Metrics, Conversion Signal, Learning Note | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | FlowVisual managementDelivery | ValidationExperimentsDemandGrowth | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |