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| Criterion |  Business Strategy Value Chain Analysis |  Operations Change Analysis |  Operations Fishbone Diagram |  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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | High | Medium | Low | Medium |
Timedifferent | Half day | 45-120 min | 30-60 min | 90-180 min |
Participantsdifferent | 3-8 | 2-6 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fishbone Diagram, Cause Categories, Investigation Backlog | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison | Root causeQualityOperations | StrategyDiagnosisBusiness modelCapability |