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| Criterion |  Business Strategy Value Chain Analysis |  Operations Family Tree Analysis |  Business Strategy VRIO Framework |  Operations Barrier Analysis |
|---|---|---|---|---|
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 series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. | 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 2-4 h | 90-180 min | 2-4 h |
Participantsdifferent | 3-8 | 2-6 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Family Tree Diagram, Pattern Notes, Systemic Measures | VRIO Table, Strategic Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Root causePatternsIncidentSystemic | StrategyDiagnosisBusiness modelCapability | Root causeSafetyIncident |