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| Criterion |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |  Operations Fishbone Diagram |  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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-90 min | Half day | 30-60 min | 90-180 min |
Participantsdifferent | 1-6 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List | Fishbone Diagram, Cause Categories, Investigation Backlog | VRIO Table, Strategic Actions |
Tagsno overlap | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis | Root causeQualityOperations | StrategyDiagnosisBusiness modelCapability |