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| Criterion |  Engineering Kanban |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |  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. | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | High | Medium | Medium |
Timedifferent | Ongoing | Half day | 1-2 h | 90-180 min |
Participantsdifferent | 2-12 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions |
Tagsno overlap | FlowVisual managementDelivery | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability |