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| Criterion |  Product Strategy Lean Canvas |  Operations A3 Problem Solving |  Business Strategy VRIO Framework |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 1-6 | 2-5 | 3-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | A3 Report, Action Plan, Root Cause Analysis | VRIO Table, Strategic Actions | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanProblem solvingCoachingOperations | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving |