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| Criterion |  Product Strategy Lean Canvas |  Operations Fishbone Diagram |  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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | 90-180 min | 15-30 min |
Participantsdifferent | 1-6 | 2-8 | 3-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Fishbone Diagram, Cause Categories, Investigation Backlog | VRIO Table, Strategic Actions | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Root causeQualityOperations | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving |