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| Criterion |  Engineering Kanban |  Business Strategy VRIO Framework |  Product Strategy DIBB |  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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | Low | High |
Timedifferent | Ongoing | 90-180 min | 1-2 h | Half day |
Participantsdifferent | 2-12 | 3-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List |
Tagsno overlap | FlowVisual managementDelivery | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis |