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| Criterion |  Product Strategy KPI Tree |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Engineering Goal Question Metric |
|---|---|---|---|---|
Purposedifferent | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min initial, dann laufend | Half day | 90-180 min | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | 3-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | KPI Tree, Owner List | Value Chain Map, Lever List | VRIO Table, Strategic Actions | GQM Table, Metric Profiles |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | MetricsMeasurementEngineeringAlignment |