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| Criterion |  Product Strategy Lean Canvas |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | 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 | Medium | High | Medium |
Timedifferent | 45-90 min | 45-90 min | Half day | 90-180 min |
Participantsdifferent | 1-6 | 2-5 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |