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| Criterion |  Operations Kepner-Tregoe |  Business Strategy VRIO Framework |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | High | Medium | Medium | High |
Timedifferent | 2-8 h | 90-180 min | 45-90 min | Half day |
Participantsdifferent | 2-8 | 3-6 | 2-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | VRIO Table, Strategic Actions | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | StrategyDiagnosisBusiness modelCapability | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis |