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| Criterion |  Business Strategy Value Chain Analysis |  Operations 5 Whys |  Operations Kepner-Tregoe |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low | High | Medium |
Timedifferent | Half day | 15-30 min | 2-8 h | 90-180 min |
Participantsdifferent | 3-8 | 2-6 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations | StrategyDiagnosisBusiness modelCapability |