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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy Lean Canvas |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  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. | 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. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | 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 | High | Medium |
Timedifferent | Half day | 45-90 min | Several meetings plus preparation and analysis; total effort depends on scope | 90-180 min |
Participantsdifferent | 3-8 | 1-6 | Evaluation team, architects, and relevant stakeholders | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model | ArchitectureQualityRiskTradeoffsStakeholders | StrategyDiagnosisBusiness modelCapability |