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| Criterion |  Product Strategy Lean Canvas |  Business Strategy VRIO Framework |  Delivery Value Stream Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 90-180 min | 1-3 h | Half day |
Participantsdifferent | 1-6 | 3-6 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | VRIO Table, Strategic Actions | Current-state map, Future-state map, Bottleneck list | Value Chain Map, Lever List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability | LeanFlowWasteDelivery | StrategyBusiness modelDiagnosisAnalysis |